Material de apoyo de la conferencia magistral dictado por Mariano Faria Gomide coCEO de VTEX en el EICOM Executive Program for Digital Transformation + detalles en https://eicom.org/

1. mariano@vtex.com
linkedin.com/in/mariano-gomide-de-faria-vtex
What's
next

2. DORO AOV
KPIs FOR
OMNICHANNEL
COMMERCE
DORO

3. DORO

4. DORO AOV
DIRECT &
ORGANIC
RECURRING
ORDERS
DORODORO

5. DORO AOV
AVERAGE
ORDER
VALUE
DORO

6. 8.100
6.500
2.100
1.600
Number of customers
# DORO (Last Year Direct & Organic Recurring Orders -1)
800
100
0 1 2 3 4 5
DORO

7. 0 1 2 3 4 5
2,27 AVERAGE
25252 CUSTOMERS ABOVE16700 CUSTOMERS BELOW
# DORO (Last Year Direct & Organic Recurring Orders -1)
DORO

8. Customer Magic Quadrant
AverageOrderValue
Direct & Organic Recurring Order
DORO

9. 2,27 AVG
70 AVG
0
Customer Magic Quadrant
AverageOrderValue
Direct & Organic Recurring Order
DORO

10. Customer Magic Quadrant
AverageOrderValue
Direct & Organic Recurring Order
Q1
CHAMPS
Q2
BIRDS
Q3
PUPPIES
Q4
CATS
DORO

11. Q1
CHAMPS
Q2
BIRDS
Q3
PUPPIES
Q4
CATS
Customer Magic Quadrant
AverageOrderValue
Direct & Organic Recurring Order
The Q1 defines your
best customers (the
ones that are loyal and
buy high values)
DORO

12. Q1
CHAMPS
Q2
BIRDS
Q3
PUPPIES
Q4
CATS
The Q2 are the ones
with high organic
recurrence rate but
small sized baskets
Customer Magic Quadrant
AverageOrderValue
Direct & Organic Recurring Order
DORO

13. Q1
CHAMPS
Q2
BIRDS
Q3
PUPPIES
Q4
CATS
The Q3 are the ones
with less recurrence and
low AOVs
Customer Magic Quadrant
AverageOrderValue
Direct & Organic Recurring Order
DORO

14. Q1
CHAMPS
Q2
BIRDS
Q3
PUPPIES
Q4
CATS The Q4 are the ones
with high basket size,
but low recurrence.
Customer Magic Quadrant
AverageOrderValue
Direct & Organic Recurring Order
DORO

15. 2,27 AVG
1Q17
2,35 AVG
2Q17
2,51 AVG
4Q17
77
AVG
4Q17
76
AVG
3Q17
75
AVG
2Q17
70
AVG
1Q17
2,47 AVG
3Q17
AverageOrderValue
Direct & Organic Recurring Order
DORO

16. 2,27 AVG
1Q17
2,35 AVG
2Q17
2,51 AVG
4Q17
77
AVG
4Q17
76
AVG
3Q17
75
AVG
2Q17
70
AVG
1Q17
2,47 AVG
3Q17
AverageOrderValue
Direct & Organic Recurring Order
DORO

17. I.T. MIRROR

18. I.T.
MIRROR

19. TYPING
SPECIALIST
TYPING
SPECIALIST
TYPING
SPECIALIST
TYPING
SPECIALISTTYPING
SPECIALIST
TYPING
SPECIALIST
TYPING
SPECIALIST
I.T.
MIRROR
ONE I.T. POOL
SERVING THE
WHOLE COMPANY
?
I.T.
MIRROR

20. I.T.
MIRROR
I.T.
MIRROR

21. ONE CODING POOL
SERVING THE
WHOLE COMPANY
I.T.
MIRROR
I.T.
MIRROR

22. ?
PROGRAMMING
SKILLS
PROGRAMMING
SKILLS
PROGRAMMING
SKILLS
PROGRAMMING
SKILLS
PROGRAMMING
SKILLS
PROGRAMMING
SKILLS
PROGRAMMING
SKILLS
PROGRAMMING
SKILLS
I.T.
MIRROR
WHAT IS THE
NEW I.T.
ROLE?
PROGRAMMING
SKILLS
I.T.
MIRROR

23. ?
PROGRAMMING
SKILLS
PROGRAMMING
SKILLS
PROGRAMMING
SKILLS
PROGRAMMING
SKILLS
PROGRAMMING
SKILLS
PROGRAMMING
SKILLS
PROGRAMMING
SKILLS
I.T.
MIRROR
WHAT IS THE
NEW I.T.
ROLE?
PROGRAMMING
SKILLS
I.T.
MIRROR

24. CEO
SALES VP OPERATIONS VP MARKETING VP TECHNOLOGY VP
I.T.
MIRROR
I.T.
MIRROR

25. TECHNOLOGY VP
What's your
ambition?
I.T.
MIRROR
I.T.
MIRROR

26. The solution:
The I.T. Mirror is currently
solving this conceptual issue,
until the time comes when all
professionals at every level will
have programing skills.
The current business paradox:
Those familiar with IT don’t know
the business, and those familiar
with business do not know IT.

27. CEO
SALES
VP
OPERATION
S VP
MARKETING
VP
CEO
I.T. MIRROR
SALES
VP
I.T. MIRROR
MARKETING
VP
I.T. MIRROR
OPERATION
S VP
I.T. MIRROR
I.T.
MIRROR
I.T.
MIRROR

28. C2Y OMNICHANNEL

29. What's fire and what's smoke
1. Totens
2. Instore Pick-up points location (front x back)
3. Stock integration x DC to Store
4. Customer Care as Self Management Task
5. Store Payroll - Stop paying commision
6. POS integration x separate system
7. Authentication
8. Payment Stations
9. Delivery from Store
10.Space alocation / reservation
11.High peak protocols
12.Global Availability Zone
13.Third party Point of Trust

30. The current business paradox:
It is almost impossible to personalize
omnicommerce approach.
The solution:
Use a simple approach to
treat your clients as they
treat you. Use it to
differentiate customer
engagement, more than
messages/campaign.

31. BRAND by
OPEX
GO
GLOBAL

32. TO THINK

33. TO THINK

34. How to create brand?
Brand

35. TO THINK
130M Euros
in 4 years

36. How Hawkers is creating a brand?
OPEX
18%-25%
Marketplaces
10%-20%
Celebrities
10%
Retarketing
CAPEX

37. CASE ALL SAINTS
33% online

38. GBP 6.00 & 8 days
CASE INTIMISSIMI - RUSSIA

39. CASE INTIMISSIMI
GBP 6.00 & 8 days

40. CASE INTIMISSIMI
GBP 6.00 & 8 days

41. 600MTO DO: SPREAD THE NEWS BY OPEX

42. TO ANALYZE
42% Amazon UK
comes from China

43. ORGANIZATIONAL
STRUCTURE
ISU
INDEPENDENT
SERVICE UNITS

44. RETAIL REINVENTED
OMNI CHANNEL ASSETS
Search
Online - Webstore
Online - Mobile
Picking
In-store - Físico
Online - In-store
Per client
Picking Express
(1-3h picking)
Cross Docking
Picking 1day
Pago
InStore - Cashier
Online Mobile
Online - Webstore
Online - In-store
Delivery
User Collect
Drive Through
Delivery
Callcenter
Cash On Delivery User Carry
Customer Engagement Management
Door to door Cross Country
Payment
TO THINK

45. TO STUDY
PUMP

46. STOP
THINKING
START
EXECUTING

47. mariano@vtex.com
linkedin.com/in/mariano-gomide-de-faria-vtex
Thank you