Kees Jacobs from Capgemini on the Omnichannel Marketing Seminar by Faces of Content

1. Digital
Shopper
Relevancy 2014
Kees Jacobs
November 2014
@

2. Capgemini is helping our retail clients to become successful in engaging with
Technology-Enabled Consumers at their Moments of Truth
Capgemini’s DCX in Retail delivers improved consumer insights, differentiated consumer engagement,
increased loyalty, higher sales conversion, more profit and ultimately, business continuity!
Presentation Title | Date
Copyright © Capgemini 2014. All Rights Reserved 2
Strong
Partners
Strong Credentials
& Experiences
Capgemini’s Service Proposition
All-Channel Consulting Services
(e.g., ACE Strategy, Customer Journeys & Experience,
CRM/Digital Marketing, Digital Transformation)
All-Channel IT Services
(e.g., Solution Architecture Leadership, Cloud Services
Orchestration, Mobile Platforms, Agile, Big Data)
All-Channel Managed Services
(e.g., Social Media Engagement, Digital Asset
Management, Consumer Insights)
Our Retail Client’s Proposition
Etc.

3. Providing relevant Digital Customer Experiences across all channels requires a
well-balanced set of new and integrated Businesses and IT Capabilities
Bought media Web site Social media Mobile Tablet Email/Dmail Instore Technology Call centre Future channels
Presentation Title | Date
Commerce
Managing maximised sales
conversion leveraging
optimal merchandising
and pricing across all
Copyright © Capgemini 2014. All Rights Reserved 3
Customer
Managing a personal and
relevant dialogue with
individual customers
Content
Managing high-quality
and rich inspirational
content across all
channels and touch
points
channels
Single View of Data
Demand Driven Business Operations
People Process
Managing
involved and
motivated staff
with relevant
performance
rewards
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
Fulfilment
Efficiently delivering
the orders across all
channels at the
location and time your
customers prefer

4. Presentation Title | Date
Copyright © Capgemini 2014. All Rights Reserved 4
The Importance of the Customer’s Voice
56% of companies
described themselves as
customer centric….. But
Only 12% of their
customers agreed

5. Presentation Title | Date
Our Research’s Evolution: 12 Years + 50,000 Consumers +
20 Countries = Countless Insights into Shopping Behavior
Copyright © Capgemini 2014. All Rights Reserved 5
Consumer Relevancy 2002 Future Consumer 2007 Digital Shopper Relevancy 2012
16,000 Consumers
9 Countries
2,000 Consumers
4 Countries
16,000 digital shoppers
16 Countries
Source: Capgemini, Digital Shopper Relevancy, 2014
Digital Shopper Relevancy 2014
18,000 digital shoppers
18 Countries

6. The Digital Shopper Relevancy Research 2014
• The Digital Shopper Relevancy research was an online study, conducted in collaboration with ORC International, a
price
smartphones
social media
service
all-channel experience
18 countries*
foodfashion
18,000 consumers
health & personal care
Presentation Title | Date
Digital Shopper Relevancy 2014 – scope and scale
shopping journey
Copyright © Capgemini 2014. All Rights Reserved 6
London-based global research firm
• ORC hosted an online survey for more than 18,000 digital shoppers representing 18 countries. The digital shopper
sample in each country is based on the national samples representative of the population in terms of age and gender
• A Digital Shopper translates in the study as a ‘shopper using one or more digital technologies or channels in one
or more phases of their shopping journey’
• Key areas of the study include the usage of digital channels and devices, purchasing behavior in different
product categories, and the role of digital channels throughout the shopping process today and in the future
• The Capgemini India research team segmented the consumer base using over fifty behavioral variables. Methods
included factor analysis and k-means clustering
Source: Capgemini, Digital Shopper Relevancy, 2014
web
technology-enabled consumers
DIY
electronics
digital channels
tablets
kiosks
e-commerce
access
experience
product
apps

7. Moments of Truth
Relevant Convenient
Caring Trusting
Novel
Engaging
Value for
Money
Presentation Title | Date
Survey built around the different phases of an
‘All-Channel Shopping Journey’
Personal
Flexible
Rewarding
Innovative
Exciting
Copyright © Capgemini 2014. All Rights Reserved 7

8. It’s important to understand the needs and considerations
that are specifically important for your consumers
Access Experience Price Product Service
Presentation Title | Date
Copyright © Capgemini 2014. All Rights Reserved 8
Friendly and clean
store
Easy to reach stores
Easy to navigate
stores
Compelling
promotions
Freshness/ Quality
Maximum opening
hours
Availability
(no stock-outs)
No damaged goods
in store
Inspirational
Atmosphere
Customer Service
Complaints
handling /
return policy
Loyalty program
Wide and deep
assortment
Competitive pricing
Traditional
Relevancy
Criteria for
Physical Channels
Dynamic Pricing
Mobile in-store
Shopping support
Advanced /
visualized product
information and
(usage) advice
Product
Comparison
e-Commerce
(mobile, social,
web)
Flexible delivery-options
( home,
store-pick-up etc.)
Personalized
Pricing
Additional
Relevancy
Criteria for
Digital Channels
Personalized offers
Technology-enabled
staff –
support in-store
Interactive service
via digital channels
(e.g. click-to-chat,
social media)
Wider and deeper
assortment
Solution Pricing
Inspirational
Content
Community
engagements
(share
experiences)
Social Shopping
Location-based
pricing
Price
Comparison
Illustrative

9. Presentation Title | Date
Copyright © Capgemini 2014. All Rights Reserved 9
Key Findings: Social Media
Social media: overhyped?
 Social Media as part of shopping journey has shown a decline over the last two years. Less importance is being
placed on finding out about new products through blogs, social media and consumer reviews, etc. Fewer
shoppers expect the use of Social Media will change their shopping in future.

10. Presentation Title | Date
Copyright © Capgemini 2014. All Rights Reserved 10
Key Findings: The Store v other Channels
Physical store reigns - for now
 Still the favored destination; 72% of shoppers see the store as important or very important compared to 67% for
the Internet. But In the future the majority of shoppers (51%) say they will spend more money online than
in-store.
Most important
2nd most
important
3rd most
important
4th most important 5th most important
6th most
important
Least important
Australia Traditional store Internet site Email In-store technology Smartphones Social media Phone – call center
Canada Traditional store Internet site Email In-store technology Social media Smartphones Phone – call center
Finland Traditional store Internet site Email In-store technology Smartphones Social media Phone – call center
France Traditional store Internet site Email In-store technology Smartphones Social media Phone – call center
Germany Traditional store Internet site Email In-store technology Smartphones Social media Phone – call center
Italy Traditional store Internet site Email In-store technology Smartphones Social media Phone – call center
Japan Internet site Traditional store Email In-store technology Smartphones Social media Phone – call center
Netherlands Traditional store Internet site Email In-store technology Smartphones Social media Phone – call center
Portugal Internet site Email Traditional store In-store technology Social media Smartphones Phone – call center
Spain Traditional store Internet site Email In-store technology Smartphones Social media Phone – call center
Sweden Internet site Traditional store Email In-store technology Smartphones Social media Phone – call center
UK Traditional store Internet site Email In-store technology Smartphones Social media Phone – call center
USA Traditional store Internet site Email In-store technology Smartphones Social media Phone – call center
Brazil Internet site Traditional store In-store technology Email Social media Smartphone Phone – call center
China Internet site Traditional store Smartphones In-store technology Email Social media Phone – call center
India Internet site Smartphones Email In-store technology Social media Traditional store Phone – call center
Mexico Internet site Traditional store In-store technology Social media Email Smartphone Phone – call center
Russia Internet site Traditional store In-store technology Email Social media Smartphones Phone – call center
Total Internet site Traditional store Email In-store technology Smartphones Social media Phone – call center
Q: Importance of
different channels to
learn about products
and promotions

11. Presentation Title | Date
Key Findings: Differences between Categories
Copyright © Capgemini 2014. All Rights Reserved 11
Fashion is stealing the show
 Online fashion is up 9 % since 2012
 This compares to low growth in other categories.

12.  Store is still the favored destination; 72% of shoppers saw the store as important or very
 Only 14 per cent of shoppers strongly indicate that physical stores have become less important
Presentation Title | Date
Nevertheless, physical stores still reign – for now
Copyright © Capgemini 2014. All Rights Reserved 12
important compared to 67% for the Internet
for them.
 However, in the future, the majority
of shoppers (51 percent) say they
will spend more money online than
in-store.
 In addition to the smartphone’s
ubiquitous growth, in-store digital
interactions (eg via kiosks) are
popular amongst shoppers,
suggesting that the introduction of
more technology into retail stores
would be a welcome shift for the
consumer.
The relevance of the physical store in the purchase and payiment of a product

13. Presentation Title | Date
High-growth markets Mature markets
Copyright © Capgemini 2014. All Rights Reserved 13
Key Findings: Mature v High-growth Markets
Digitally-savvy high-growth markets
 High-growth markets show a stronger preference for digital technologies than mature markets, regarding the
use of Social Media and Smartphone. Interested rather than reluctant to receive personalized offers
Broad digital acceptance
Social Shoppers
Technology and
digital-savvy
Fragmented
attitudes Digital
resistance still
exists
More rational;
less social
$

14. Learn about products and promotions:
Receiving personalized offers and recommendations
15
9
18
16
21
21
16
21
23
4
4
5
6
6
10
14
17
1
1
3
17
10
25
10
12
13
12
34
47
24
27
35
24
25
27
27
Digital Shopper Relevancy Study 2014
A2 Thinking about digital channels for XXX, how important is it for you to be able to do each of the following?
On a scale of 1 to 5 where 1 = not at all important and 5 = extremely important
Values in %, Means; n (Total) = 18436 (all countries) NOTE: all 2012 data based on how appeal rather than importance
Awareness
4.16
3.96
3.62
3.69
3.23
2.94
3.26
3.19
2.97
N/A
3.16
India
China
Mexico
Brazil
Italy
Spain
Russia
Canada
Germany
USA
France
Finland
Japan
Australia
Sweden
3.94
3.93
3.45
2.91
1 Not at all important 5 Extremely important
14
Mean
2014
Mean
2012
42 4.18
27
40
4.00
3.91
Portugal N/A
25
26
26
34
35
26
24
19
15
13
16
13
13
8
3.80
3.65
3.62
3.56
3.18
3.05
UK 3.13
Netherlands 22 14
N/A
15
15
18
12
10
9
8
7
6
3
27
29
22
20
23
22
16
19
25
26
28
26
28
26
29
33
40
32
39
11
22
16
26
38
30
4.02
3.19
3.17
3.03
3.02
3.02
3.02
2.95
2.90

15. Search for information, compare, choose product:
Use digital devices inside the physical store to help your shopping process
Mexico
India
China
Brazil
Russia
Italy
Portugal
Spain
Japan
Germany
France
Sweden
USA
Canada
Australia
Netherlands
12
15
9
10
29
28
21
23
28
3
7
7
7
2
11
12
35
10
14
25
14
27
18
23
35
45
Digital Shopper Relevancy Study 2014
C2 Thinking about digital channels for XXX, how important is it for you to be able to do each of the following?
On a scale of 1 to 5 where 1 = not at all important and 5 = extremely important
Values in %, Means; n (Total) = 18436 (all countries) NOTE: all 2012 data based on how appeal rather than importance
Choice
4.03
4.10
3.93
3.93
3.46
1 Not at all important 5 Extremely important
15
Mean
2014
Mean
2012
3.72
N/A
3.28
N/A
2.85
3.08
2.69
3.14
3.10
3.07
N/A
4.15
4.14
4.03
3.92
3.70
3.62
3.54
3.46
2.99
2.97
2.95
2.87
2.83
2.83
2.78
2.66
29
21
28
24
38
9
8
13
20
16
14
12
26
46
Finland 2.63
2.75
26
8
UK 2.56
3.02
35
24
32
24
14
9
5
1
4
14
22
14
14
17
11
10
8
4
4
21
24
24
24
26
24
20
17
18
20
19
23
21
24
22
25
32
32
34
30
39
11
18
12
22
30
40
32
41

16. Purchase and pay for the product:
Use a mobile phone application to pay for in-store products
1 Not at all important 5 Extremely important
13
Mexico 3.88
18
India 4.00
China 3.86
Brazil 3.87
Italy 3.39
Russia 3.20
Portugal N/A
Spain 3.03
Japan N/A
Germany 2.46
France 2.58
Netherlands N/A
Australia 2.58
USA 2.81
45
Canada 2.80
Finland 2.34
Sweden 2.07
UK 2.46
47
9
11
34
35
36
37
40
46
39
10
14
14
16
21
12
5
3
7
9
12
19
9
17
13
13
14
13
17
13
12
7
6
6
6
21
19
16
31
19
14
18
21
19
21
31
26
21
25
22
15
22
15
15
20
16
16
20
16
18
18
22
27
30
27
31
40
34
30
9
13
14
10
11
15
12
8
8
10
25
21
17
27
38
29
38
43
Transaction
16
Mean
2014
Mean
2012
Digital Shopper Relevancy Study
T3 Thinking about digital channels for XXX, how important are each of the following for you to be able to do? Please use a scale of 1 to 5 where 1 = not at all
appealing and 5 = extremely appealing
Values in %, Means; n (Total) = 18436 (all countries) NOTE: all 2012 data based on how appeal rather than importance
3.96
3.95
3.84
3.80
3.44
3.43
3.37
3.15
2.82
2.65
2.61
2.55
2.48
2.44
2.41
2.38
2.34
2.30

17. How role of digital channels will change:
Online ordering directly from brand manufacturers
2
4.39
4.37
4.29
Russia 4.13
4.06
China 4.11
4.32
Spain 4.10
3.85
Portugal 4.05
N/A
Italy 4.01
3.87
Canada 9
3.87
3.79
Australia 3.83
3.79
France 8
3.80
3.79
USA 3.81
3.79
3.79
Germany 3.70
UK 11
3.76
Finland 10
3.74
Netherlands 10
N/A
Sweden 14
3.63
11
7
11
7
2
3
4
2
4
2
4
1
4
4
16
18
3
5
5
18
3
4
9
4
2
4
4
6
4
4
2
1
1
1
2
1
2
5
7
5
5
3
4
3
3
3
3
3
2
2
2
41
34
39
29
30
27
24
25
26
24
21
25
25
20
21
13
11
28
29
30
34
36
30
31
34
30
33
39
37
34
28
30
10
30
28
28
26
28
23
21
19
25
40
36
36
32
39
56
55
52
Current &
Future Use
17
Mean
2014
Mean
2012
1 Decrease considerably Don’t know 5 Increase considerably
Mexico 4.27
India 4.34
Brazil 4.23
3.78
3.78
3.71
3.61
Japan N/A
3.35
Digital Shopper Relevancy Study 2014
U1: Using a scale of 1 to 5 where 1=decrease considerably and 5=increase considerably, please indicate how you think the role of the following digital channels
will change your shopping process during the next three years
Top 2 box; n (Total number of mentions) = 18436 (all countries) NOTE: all 2012 data based on how appeal rather than importance

18. Presentation Title | Date
Copyright © Capgemini 2014. All Rights Reserved 18
Key Findings: The Privacy Issue
The Privacy Issue
 30% feel they’re not being provided with clear information from retailers on how their personal data is used.
 50% trust their favorite retailers to use their personal data responsibly
 33% does not agree to their Social Media data being used by retailers, particularly in the Nordic countries.

19. Presentation Title | Date
Copyright © Capgemini 2014. All Rights Reserved 19
There is no ‘one’ digital shopper
We found 4 distinct behaviour patterns in mature markets
 Reluctant Digital Shopper (11%)
Not comfortable using technology; prefer
physical stores
 Value-Conscious Digital Shopper (29%)
Prefer in-store shopping, but comfortable
using the Internet & email
 Socially-Engaged Digital Shopper (41%)
Heavy users of digital technologies and
comfortable using Social Media
 True Digital Shopper (19%)
Purchases online most frequently, use
apps, sacrifice personal data for
customized deals.

20. The level of ‘digital shopper savvyness’ is different across mature
countries
Presentation Title | Date
Copyright © Capgemini 2014. All Rights Reserved 20

21. So what to do when you understand the needs and considerations
that are important for your consumers ?
Access Experience Price Product Service
Presentation Title | Date
Copyright © Capgemini 2014. All Rights Reserved 21
Friendly and clean
store
Easy to reach stores
Easy to navigate
stores
Compelling
promotions
Freshness/ Quality
Maximum opening
hours
Availability
(no stock-outs)
No damaged goods
in store
Inspirational
Atmosphere
Customer Service
Complaints
handling /
return policy
Loyalty program
Wide and deep
assortment
Competitive pricing
Traditional
Relevancy
Criteria for
Physical Channels
Dynamic Pricing
Mobile in-store
Shopping support
Advanced /
visualized product
information and
(usage) advice
Product
Comparison
e-Commerce
(mobile, social,
web)
Flexible delivery-options
( home,
store-pick-up etc.)
Personalized
Pricing
Additional
Relevancy
Criteria for
Digital Channels
Personalized offers
Technology-enabled
staff –
support in-store
Interactive service
via digital channels
(e.g. click-to-chat,
social media)
Wider and deeper
assortment
Solution Pricing
Inspirational
Content
Community
engagements
(share
experiences)
Social Shopping
Location-based
pricing
Price
Comparison
Illustrative

22. You should align on your strategy to be most relevant to them
2. Differentiate on a compatible
value attribute
Illustrative
3. Maintain parity on others
1. Dominate on one value attribute
differentiate on a second and compete at parity on the remaining three
Presentation Title | Date
Successful companies dominate on one attribute,
Copyright © Capgemini 2014. All Rights Reserved 22
4
3 3
5
3
Access Experience Price Product Service

23. Illustrative
3. Maintain parity on others
1. Dominate on one value attribute
2011 – H1 2011 – H2 2012 – H1 2012 – H2
Future State
MED MED MED
Location Based
Services
MED MED MED
Augmented
Reality Game
LOW MED LOW
Google Earth
Enterprise
Business
Process Mgmt
MED MED MED
Group
Reusable Portal
LOW LOW LOW
Widget
Factory
MED MED LOW
Profiling
Enhancements
LOW LOW MED
Facebook
Ticketing
LOW LOW LOW
Strategy, Tools
Integration
MED MED MED
Facebook
Game
Presentation Title | Date
And translate that to the right capability roadmap
HIGH HIGH HIGH
HIGH HIGH HIGH
Mobile
Ticketing
Mobile
Coupons
HIGH HIGH HIGH
Mobile
Compensation
Service
Integration
Service
Management
Identity &
Access Mgmt
HIGH HIGH MED
Bid-Based
Capacity Mgmt
Copyright © Capgemini 2014. All Rights Reserved 23
Mobile Presence
MED MED MED
Mobile Web
Factory
MED MED MED
Mobile App
Factory
LOW MED LOW
MDM
Current State
Strategic Foundations Web Presence Social Network Presence
2. Differentiate on a compatible
value attribute
4
3 3
5
3
Access Experience Price Product Service
Bought media Web site Social media Mobile Tablet Email/Dmail Instore Technology Call centre Future channels
Customer
Managing a personal and
relevant dialogue with
individual customers
Content
Managing high-quality
and rich inspirational
content across all
channels and touch
points
Commerce
Managing maximised sales
conversion leveraging
optimal merchandising
and pricing across all
channels
Single View of Data
Demand Driven Business Operations
People Process
Managing
involved and
motivated staff
with relevant
performance
rewards
streamlined and
customer-focussed
ways of working
across the company
Orchestrating dynamic,
front-end IT solutions
integrated with a cost-effective
, reliable IT
foundation
Managing
Technology
Fulfilment
Efficiently delivering
the orders across all
channels at the
location and time your
customers prefer
Devices
PC Mobile Telephone TV Kiosk POS
Channels
Semantic Analysis
Customer Management
Business– 2 – Business
Agency
API
Affiliate White-label
Business – 2 – Customer
Online
Social Media and Networks
Store
Contact Center Email SMS
Security & ID
Management
Infrastructure Security
Identity Management
Logging, auditing and
Reporting
Interaction Management
Social Media Management
Proactive Response
Social Media Monitoring
Customer Experience Management
Experience Optimisation
Digital Asset Mgmt
Web Content Mgmt
Enterprise Search
Geo-spatial Visual Search
Multi-faceted
oCommerce
Offers Merchandising
Pricing PIM/Catalogue
Strategic Order Mgmt Basket/Checkout
Analytics
Insight
Big Data
Traffic
Customer
Activity
Customer Relationship Management
Loyalty
Customer Service Management
Customer Transactions
Integrated Marketing Management
Marketing Resource Mgmt
Multi-Channel Campaign Mgmt
Marketing Asset Mgmt
Integration Management
Service Integration
Orchestration Routing Master Data Management Transformation Business Rules
Message broker Gateway Services workflow ETL Business Activity Services Interface Adapters
Service Management
Service Operations
Business Service
Management
IT Service
Management
Financial Services
Configuration
Management
Supplier Services
Service Transition
Continuity
management
Authentication
Principal Propagation
Encryption
Compliance
Authorization
Single Sign-on
Click and Collect Food Fulfillment
Site Performance and
Response
Global Traffic
Management
Business Applications
Enterprise Asset Mgmt Store Operations Staff Scheduling
Data
Supply Chain Planning and Execution
Merchandise Operations Management
Finance Merchandise Planning and Optimization
Master Data Transaction Data Data Warehouse
Infrastructure
Disaster Recovery
Data Centre
Servers Storage Network Virtualization
HRM and Payroll
Business Capabilities Technology Capabilities Growthpath Roadmap

24. Digital Shopper Relevancy Assessment: insight in 3 weeks
Presentation Title | Date
Copyright © Capgemini 2014. All Rights Reserved 24
Digital Shopper Recommendations
 How to be relevant?
 How to differentiate?
 Where to improve capabilities?
 How to prioritize to improve results?
Digital
Shopper
Insights
Digital
Capability
Maturity
Digital
Shopper
Journey
Benchmark
DIGITAL SHOPPER RELEVANCY ASSESSMENT

25. www.capgemini.com
The information contained in this presentation is proprietary.
Copyright ©2014 Capgemini. All rights reserved.
Rightshore® is a trademark belonging to Capgemini.
About Capgemini
With almost 140,000 people in over 40 countries, Capgemini is
one of the world's foremost providers of consulting, technology
and outsourcing services. The Group reported 2013 global
revenues of EUR 10.1 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.
Learn more about us at www.capgemini.com