There is a significant digital experience gap in Australia, with many brands failing to deliver the digital experiences that consumers desire. Just 22% of consumers were delighted with their digital experiences, while 47% were unsatisfied. This represents an average digital experience score of -25% across industries. The research found a strong link between digital experience and customer loyalty and advocacy. Customers delighted with a digital experience are over 4 times more likely to remain loyal to a brand compared to unsatisfied customers. Similarly, delighted customers had an average net promoter score of 63% while unsatisfied customers had a score of -55%. The findings indicate that improving the digital experience can have significant positive impacts on key business metrics like revenue through increased loyalty and

1. AUSTRALIAN
DIGITAL EXPERIENCE REPORT

2. A U S T R A L I A N D I G I TA L E X P E R I E N C E R E P O R T
01
C O N T E N TS
Executive Summary 02
The Digital Experience Gap 06
Understanding the Gap 07
Why the Gap Matters 08
Business Impact of the Digital Experience 09
What Matters to Consumers 11
The Australian Digital Experience Index 13
The Digital Experience Gap: Industries at a Glance 15
Who Leads? Who Lags? 16
What’s Important to Consumers by Industry18
Industry Overview: Banking 19
Industry Overview: Utilities 20
Industry Overview: Telecommunications 21
Industry Overview: Retail: Groceries 22
Industry Overview: Retail: Consumer Goods 23
Industry Overview: Insurance 24
The Rise of the Digital Influencer 26
What Matters to the Digital Influencer 28
Creating Delightful Digital Experiences 30
Technology Enabling the Great Digital Experience 32
Know Your Customer 32
Engage Your Customer 33
Case Studies
Suncorp Insurance 37
Kogan.com42
References and Further Reading 43
Acknowledgements 44

3. A U S T R A L I A N D I G I TA L E X P E R I E N C E R E P O R T
02
E X EC U T I V E SU M M A RY
Australians are some of the most enthusiastic
adopters of digital, cloud and mobile technology
globally. Smartphone penetration sits at upwards
of 80 per cent, while more than half of Australians
(53 per cent) own a tablet, laptop and smartphone1
.
The digital experience – how a brand digitally
interacts with its customers during the discovery,
transaction, delivery and support of a product or
service – is everywhere. It has rapidly become one
of the most important components of the overall
customer experience.
But recent research by SAP and AMR shows that
many Australian consumers have been overlooked.
Some of our biggest and best‑known brands are
alienating consumers due to poor digital experiences.
This isn’t just bad for consumers; it’s bad for business.
Digital experiences that fail to delight consumers can
negatively influence customer advocacy, lead to a loss
of loyalty and ultimately affect revenue.
These are some of the major findings from SAP’s
first Australian Digital Experience Report.
x 3,000
RESPONDENTS COMPLETED A 15
MINUTE ONLINE SURVEY RATING 2 TO
3 BRANDS ACROSS 6 INDUSTRIES
QUESTIONNAIRE
COVERAGE
SATISFACTION WITH
DIGITAL EXPERIENCE
(GENERAL)
SATISFACTION WITH
DIGITAL EXPERIENCE
(BY INDUSTRY)
SATISFACTION WITH
DIGITAL EXPERIENCE FOR
INDIVIDUAL COMPANIES
NET PROMOTER SCORE
LOYALTY

4. A U S T R A L I A N D I G I TA L E X P E R I E N C E R E P O R T
03
This report draws on research with 3,000 Australian
consumers who rated core aspects of the digital
experience from two to three brands they regularly
interact with. The results offer detailed insights on
consumer expectations of the digital experience and
the ability of brands to meet them.
Uniquely, the report assessed consumers’ direct ratings
of 34 brands across six consumer-focused industries,
including retail (groceries and consumer goods),
telecommunications and Internet service providers,
insurance, banking and utilities. From these ratings we
compiled industry and brand‑level assessments of the
digital experience, and the first-ever Australian Digital
Experience Index, which represents ratings of nearly
7,000 digital interactions.
While this systematic assessment of the digital
experience provides many organisations with a strong
reference point for improvement, the killer finding is
the link between the digital experience and customer
loyalty and advocacy – two metrics with significant
impact on revenue.
This report’s findings will be uncomfortable for many.
They show:
• Australian brands aren’t delivering the digital
experience consumers want. There is a significant
digital experience gap in Australia – meaning there is
a large discrepancy between the digital experiences
that delight consumers and what Australian brands
are actually delivering.
• There is a strong correlation between the size
of this gap and Net Promoter Score (NPS®
) and
customer loyalty. Customers delighted with a
digital experience are four times more likely than
those who are unsatisfied to remain loyal to a brand.
On average, customers delighted with the digital
experience delivered a net promoter score of 63 per
cent compared to a score of -55 per cent from those
who were unsatisfied with the digital experience.
• Just one brand from the 34 ranked in the
Australian Digital Experience Index attained a
positive score. Those brands that performed best
understood what attributes of the digital experience
were most important to their customers and focused
their investment and resources in those areas.
BANKING RETAIL
(CONSUMER)
RETAIL
(GROCERY)
INSURANCE UTILITIES TELCO

5. A U S T R A L I A N D I G I TA L E X P E R I E N C E R E P O R T
04
The report also highlights the important role the
digitally savvy consumer plays in driving a positive
digital experience score for brands. The more
influential consumers are in the digital world, the
better they rate a brand’s digital experience. Brands
need to harness this finding by appealing to and
nurturing this segment of their customer base.
SAP has taken the research a step further by
interviewing the brands with the highest digital
experience scores to identify the processes and
culture behind best practice in Australia. Consistent
across these case studies is the depth to which
leading brands consider and incorporate the digital
experience throughout the value chain. In other words,
the digital experience is not just a channel owned by
the marketing function. Rather, the digital experience
is a differentiating element of the offering itself in which
the entire organisation and its network invests, from
inception to delivery.
Finally, the report delivers recommendations based
on direct consumer input and best practice in Australia
and other markets on how organisations can improve
top-line performance by delivering a superior digital
experience – from awareness to advocacy. Leading
brands achieve a distinct advantage by investing in
simple, data-driven platforms and organisational
structures that bring the front and back office
together to understand and engage their customers
better than any competitor.
SAP is a trusted innovator to over 3,000 Australian
organisations across 25 industries and has developed
and delivered solutions for more than three quarters
of the ASX Top 50. With the results of this research as
well as the local and global experience accumulated
over the past 43 years, we are laying the facts bare.
The objective is not to point out poor performance, but
to help Australian organisations make decisions on how
they can better serve their customers and compete in
an increasingly digital and global economy.
DELIGHTED
UNSATISFIED
0
Just one brand from the 34 ranked in the
Australian Digital Experience Index
attained a positive score.
There is a significant
digital experience
gap in Australia –
meaning there is a
large discrepancy
between the digital
experiences that
delight consumers
and what Australian
brands are
actually delivering.

6. T H E A U S T R A L I A N D I G I TA L E X P E R I E N C E R E P O R T
05

7. A U S T R A L I A N D I G I TA L E X P E R I E N C E R E P O R T
06
T H E D I G I TA L E X P E R I E N C E G A P
Providing a great digital experience can drive loyalty
and advocacy among customers, and ultimately
greater revenue. But are Australian brands getting the
digital experience right?
Three thousand Australian consumers rated almost
7,000 digital interactions with 34 of the largest and
best-known brands in Australia.
The core finding from these ratings was a wide digital
experience gap. It suggests the vast majority of
Australian brands do not deliver the digital experience
consumers desire.
This gap is quantified by a digital experience score
calculated by subtracting the percentage of customers
unsatisfied with the digital experience from the
percentage of those who are delighted.
Across the nearly 7,000 digital interactions assessed,
the brands achieved an average digital experience
score of -25 per cent.
• Just 22 per cent of consumers were delighted with
the digital experience brands offer
• 47 per cent were unsatisfied with their
digital experience
• 31 per cent were ambivalent
THE DX SCORE 22%
DELIGHTED
31%
AMBIVALENT
47%
UNSATISFIED
-25%
ACROSS A VARIETY OF INDUSTRIES
MORE AUSTRALIANS ARE
UNSATISFIED THAN DELIGHTED WITH
THEIR DIGITAL EXPERIENCE

8. A U S T R A L I A N D I G I TA L E X P E R I E N C E R E P O R T
07
U N D E RSTA N D I N G T H E G A P
Consumers rated their satisfaction with the digital
experience from individual brands based on 13
attributes, on a scale from 0 (not at all satisfied) to 10
(extremely satisfied). An average of the ratings was
then calculated, with each consumer assigned an
overall digital experience score between 0 and 10.
To determine the level of customer satisfaction with
the digital experience, SAP used a format similar to
the NPS methodology. Each consumer rating of the
digital experience with the brand was placed into the
following categories:
• Those with an overall score between 0 and 6 were
regarded as unsatisfied with the digital experience –
a total of 47 per cent of the survey respondents
• Those with an overall score of 7 were regarded as
ambivalent and are neither satisfied nor dissatisfied
with the digital experience – a total of 31 per cent of
the survey respondents
• Those with an overall score between 8 and 10
were regarded as delighted with the digital
experience – a total of 22 per cent of respondents
The digital experience score was calculated by
subtracting the percentage of consumers unsatisfied
with the digital experience from the percentage of
those delighted.
Abrand that provides a delightful digital experience will
have a positive digital experience score; that is,there are
more delighted than unsatisfied customers.
DERIVING THE DIGITAL EXPERIENCE (DX) SCORE
THE DX SCORE IS DERIVED BY
SUBTRACTING THE PERCENTAGE
WHO ARE UNSATISFIED FROM THE
PERCENTAGE WHO ARE DELIGHTED
THE
DX
SCORE
UNSATISFIED
WITH THE DIGITAL EXPERIENCE
UNSATISFIED
WITH THE DIGITAL EXPERIENCE
AMBIVALENT
WITH THE DIGITAL EXPERIENCE
DELIGHTED
DELIGHTED

9. A U S T R A L I A N D I G I TA L E X P E R I E N C E R E P O R T
08
W H Y T H E G A P M AT T E RS
The research shows a strong link between digital
experience and loyalty. If consumers are delighted
with their digital experience, they are over four times
more likely to remain a customer. A strong digital
experience is also linked to stronger customer
advocacy, measured in this research through NPS.
Loyalty and NPS can ultimately impact a brand’s
top line. For example, according to Bain Company,
NPS leaders tend to grow at more than twice the
rate of their competitors2
.
As an example, a recent survey found that Australian
consumers will spend 12 per cent more with brands
that provide an excellent customer service. With
digital now a key component of the overall customer
experience, this goes to show that revenues of a brand
can be impacted by how simple and engaging the
digital interaction on offer is3
.
On the other hand, a poor digital experience can do a
lot more harm than just a lost sale or lost customer.
Everyone loves to share a bad experience, so one such
episode can lead to multiple losses across multiple
customers within a short timeframe. SAP’s study
shows this is happening in some of Australia’s biggest
organisations today.
Of those identified as
unsatisfied with their digital
experience (0-6):
At the same time, the
net promotor score
(NPS) from this segment
is a staggering
Just 17%
would remain
loyal to
the brand
-55%
Of those identified as
delighted with their
digital experience (8-10):
Similarly, customers delighted
with their digital experience
delivered an NPS of
73%
would remain
loyal
63%

10. A U S T R A L I A N D I G I TA L E X P E R I E N C E R E P O R T
09
B US I N ES S I M PACT O F T H E
D I G I TA L E X P E R I E N C E
Our research shows 47 per cent of Australian
consumers are unsatisfied with their digital experience.
But, importantly, how many within this segment plan to
switch to a competitor in the future? Additionally, how
many would recommend that brand to a friend based
upon the digital experience?
To understand the impact of the digital experience,
SAP asked consumers about their:
• Loyalty: How likely they would remain a customer
of the brand in the future
• Advocacy: How likely they would recommend a
brand to a friend or colleague, as with the NPS
methodology
The findings are once again startling – and deeply
concerning for brands failing consumers with their
digital experience.
THE EFFECT ON BUSINESS OUTCOMES - LOYALTY
WITH THE DIGITAL EXPERIENCE
DELIGHTED 73%
WITH THE DIGITAL EXPERIENCE
AMBIVALENT
WITH THE DIGITAL EXPERIENCE
UNSATISFIED
LOYALTY
34%LOYALTY
17%LOYALTY

11. A U S T R A L I A N D I G I TA L E X P E R I E N C E R E P O R T
10
Of those identified as unsatisfied with their digital
experience (0-6):
• Just 17 per cent would remain loyal to the brand
• At the same time, the NPS from this segment is a
staggering -55 per cent
If a brand can provide a strong digital experience,
the picture is completely different. Of those who
rated themselves as delighted with the digital
experience (8-10):
• Almost three quarters (73 per cent) would
remain loyal
• Similarly, those delighted with the digital experience
delivered an average NPS score of 63 per cent –
a complete about turn
It’s clear great digital experiences matter. They foster
greater loyalty and advocacy from a brand’s customers,
and can ultimately impact revenue.
THE EFFECT ON BUSINESS OUTCOMES - NPS
WITH THE DIGITAL EXPERIENCE
DELIGHTED
WITH THE DIGITAL EXPERIENCE
AMBIVALENT
WITH THE DIGITAL EXPERIENCE
UNSATISFIED
3%NPS
-55%NPS
63%NPS

12. A U S T R A L I A N D I G I TA L E X P E R I E N C E R E P O R T
11
W H AT M AT T E RS TO C O N SU M E RS
The 13 attributes of the digital experience ranked
by consumers in this study show brands what is
important. These attributes reflect both functional and
emotional aspects of the digital experience.
Brands can then pinpoint exactly what they need to
improve upon to build greater loyalty and advocacy
from their customers. These rankings can vary by
industry and by influencer segment.
ATTRIBUTES IN ORDER OF CONSUMER PREFERENCE
COHESIVE, INTEGRATED
AND SIMPLE
AVAILABLE ANYTIME
ON MY TERMS
RESPECTFUL AND DEDICATED
TO MY NEEDS
FITS IN WITH MY LIFE
AND IS EFFORTLESS
RELEVANT OFFERS WITHOUT
INFRINGING ON PRIVACY
RESPONSIVE AND
INTERACTIVE
EXCITES AND
ENGAGES ME
MAKES ME FEEL
IMPORTANT
MAKES ME LOVE
THE BRAND
CUSTOMISED AND
TAILORED TO MY
PREFERENCES
ASSOCIATES WITH
MY IDENTITY
MAKES ME
FEEL UNIQUE
PREDICTS MY
PREFERENCES
1
3 4 5
678910111213
2
THE 13 ATTRIBUTES WERE DEFINED IN COLLABORATION WITH AMR AND ARE BASED ON
EXISTING RESEARCH AND FINDINGS FROM THIS REPORT, AS WELL AS FROM FOCUS GROUPS.

13. A U S T R A L I A N D I G I TA L E X P E R I E N C E R E P O R T
12
THE 13 ATTRIBUTES FIT INTO THREE GENERAL PREFERENCE AREAS
SIMPLIFY MY LIFE
Service that’s simple just works,
and consumers expect this from
the brands they interact with.
A digital experience should be
cohesive, integrated and easy. It
has to fit in with the consumer’s
life effortlessly, available
anytime, anywhere.
BE WHO I AM
Consumers want experiences
that are dedicated to them
as individuals, experiences
that appeal to or even predict
their preferences, but without
infringing on their privacy.
Brands need to appeal to a
customer’s individual identity,
making them feel important
and unique.
ENGAGE ME
An engaging digital experience
is one that listens to consumers
and allows them to interact with
and control the experience when
needed. It should be interactive
and responsive, triggering
an emotional response from
the customer.

14. A U S T R A L I A N D I G I TA L E X P E R I E N C E R E P O R T
13
T H E AUST RA L I A N D I G I TA L E X P E R I E N C E I N D E X
SAP’s Australian Digital Experience Report takes its
analysis deeper by presenting all brand-level digital
experience scores as an index. This index anonymises
the brands; however provides the additional context of
how brands’ performances are distributed by industry.
To qualify for the index, brands had to be rated by at
least 60 respondents.
Across the entire index, just one brand, an insurance
company, managed a positive digital experience score.
In second place was a grocery retailer with a digital
experience score of -6 per cent, while in third was a
consumer goods retailer with -7 per cent. Utilities made
up the three lowest scores in the index.
SAP intends to expand on this index each year and help
provide a living picture of the development of the digital
experience in Australia.
THE DIGITAL EXPERIENCE INDEX
-40%
-30%
-20%
-10%
0.0%
10%
20%
-7
-12
-15
-19
-21
-25
-34
-16
-11
-20
-23
-28
-31
-6
-12
-16
-9
-11
-21
-25
-27
-33
-30
-38
-40 -40
13
-12
-15
-20
-21
-23
-24
-34
BANKING RETAIL
(CONSUMER)
RETAIL
(GROCERY)
INSURANCE UTILITIES TELCO

15. A U S T R A L I A N D I G I TA L E X P E R I E N C E R E P O R T
14
T H E A U S T R A L I A N D I G I TA L E X P E R I E N C E R E P O R T
14

16. A U S T R A L I A N D I G I TA L E X P E R I E N C E R E P O R T
15
T H E D I G I TA L E X P E R I E N C E G A P :
I N D UST R I ES AT A G L A N C E
A digital experience gap was evident across all
industries that make up the Australian Digital
Experience Report, with the negative digital experience
scores varying across each.
A correlation between the digital experience score
and the level of digital disruption in each industry is
evident. Industries that achieved the higher digital
experience scores are those further along a journey
of digital disruption.
Those with the lower scores are yet to be hit by mass
disruption. Dominated by a few major brands, the
products and services these industry players provide
are more functional and transactional in nature.
Regardless, the findings of the Australian Digital
Experience Report illustrate that the digital experience
should be pushed to its full potential to maximise
loyalty and advocacy. Digital disruption has already
occurred across many industries – it would be naïve
to suggest it won’t happen to all sooner than later.
The research provided much more rich data on how
each industry performs, which will be the subject of
subsequent vertical-specific reports.
WHERE AUSTRALIANS INTERACT DIGITALLY
0
20
40
60
80
100
BANKING
84%
TELCO
66%
RETAIL
(CONSUMER)
62%
UTILITIES
50%
INSURANCE
47%
RETAIL
(GROCERY)
32%
Banking is the industry most Australians interact with digitally followed by telecommunications, consumer retail and government.

17. A U S T R A L I A N D I G I TA L E X P E R I E N C E R E P O R T
16
W H O L E A D S ? W H O L AG S ?
Top performing industries included:
• Retail groceries (-10 per cent)
• Banking (-18 per cent)
The common thread among these industries is the
huge amount of change in recent years driving the need
for digital experiences that go far beyond just OK to
delightful.
The arrival of overseas brands as well as niche providers in
the retail groceries sector has increased the competition
faced by the big local providers.Customers demand more
control over the experience,and retailers are competing
based on their ability to deliver that control via the digital
experience – just as they compete on factors such as
price or supply‑chain optimisation.
Disruption has also occurred in the retail banking sector.
Consumers now look beyond the big four banks for their
banking services.Transactional relationships no longer
suffice,and consumers choose banks based upon a
multitude of factors,not just the ability to access money.
Insurance is another sector grappling with increased
competition – a prime example of an industry now
challenged by non-traditional competitors. Brands
are bundling everyday services from across industries
to make life easier for the consumer. When grocery
shopping online, a consumer may be only one tap away
from also switching insurance providers.
DIGITAL EXPERIENCE SCORE BY INDUSTRY
BANKING
INSURANCE
RETAIL (GROCERY)
RETAIL (CONSUMER)
TELCO
UTILITIES
-18%
-10%
-19%
-20%
-26%
-33%

18. A U S T R A L I A N D I G I TA L E X P E R I E N C E R E P O R T
17
Industries with lower digital experience scores included:
• Telecommunications and ISPs (-26 per cent)
• Utilities (-33 per cent)
Competition in these sectors is limited. While these
industries do, on the whole, provide functional digital
services – after all, many consumers may simply
wish to pay a bill and be done with the matter – there
remains plenty of room for innovation.
Utilities is a prime example. As smart devices and the
Internet of Things become more pervasive in Australian
households, consumers will have a greater level of
visibility and control over how they consume energy
and resources. Utilities will need to provide digital
experiences that enable this visibility and control based
on real-time data, and will compete with one another
increasingly solely on this basis. The days of quarterly
statements are numbered.
-26%
TELCO
-33%
UTILITIES
-10%
RETAIL
(GROCERY)
-18%
BANKING
LEADING
LAGGING

19. A U S T R A L I A N D I G I TA L E X P E R I E N C E R E P O R T
18
W H AT ’S I M P O RTA N T TO C O N SU M E RS
BY I N D UST RY
The two most important attributes of the digital
experience were consistent across industries: cohesive
integrated and simple and available anytime on my
terms. Only the telecommunications industry differed
in its top two, with respectful and dedicated to my needs
of slightly higher importance than in other industries.
THE TOP DIGITAL-EXPERIENCE ATTRIBUTES BY INDUSTRY
FITS IN WITH
THE REST OF
MY LIFE AND IS
EFFORTLESS
COHESIVE,
INTEGRATED
AND SIMPLE
RESPECTFUL
AND DEDICATED
TO MY NEEDS
BANKING INSURANCE RETAIL
(CONSUMER)
RETAIL
(GROCERY)
UTILITIES TELCO
AVAILABLE
ANYTIME
ON MY TERMS

20. A U S T R A L I A N D I G I TA L E X P E R I E N C E R E P O R T
19
BA N K I N G
Compared to most, the banking sector performed well.
It is also the most digitally engaged – 84 per cent of
respondents in the study have interacted digitally with
their bank.
Importantly, on average banks scored positively
on the three attributes of the digital experience
most important to their customers, but
underperformed especially in digital experiences
tailored to the individual.
Customer engagements need to be consistent across
all digital channels. The same rich experience a
customer achieves on an ATM should also register on a
mobile bank app or an online banking portal. Regardless
of the channel or device chosen, the user must still
receive focused service and product recommendations.
Australian banks can continue to improve their score by
investing in these areas.
ATTRIBUTES BANKS SCORED WELL ON ARE:
WHEN IT COMES TO AREAS OF THE DIGITAL
EXPERIENCE BANKS COULD IMPROVE ON:
Respectful and dedicated to my needs
Responsive and interactive
Relevant offers without infringing on privacy
Available anytime on my terms
Cohesive, integrated and simple
Fits in with my life and is effortless
BANKING

21. A U S T R A L I A N D I G I TA L E X P E R I E N C E R E P O R T
20
U T I L I T I ES
Conversely, the utilities industry struggled to score
positively. More importantly, it scored low in the areas
most relevant to its consumers. Also, it ranked low
in terms of digital engagement: only 50 per cent of
consumers indicated they had interacted digitally with
their utility company.
The industry in Australia is ripe for disruption.
Even marginal innovation to the top digital experience
attributes could quickly put a first-mover utility ahead
of its competition.
ONLY 50 PER CENT OF CONSUMERS INDICATED THEY HAD
INTERACTED DIGITALLY WITH THEIR UTILITY COMPANY.
UTILITIES INDUSTRY STRUGGLED
TO SCORE POSITIVELY
Available
anytime
on my terms
Cohesive,
integrated
and simple
Responsive and
interactive
Respectful and
dedicated
to my needs
Fits in with my
life and is
effortless
Relevant offers
without
infringing on
privacy

22. A U S T R A L I A N D I G I TA L E X P E R I E N C E R E P O R T
21
T E L EC O M M U N I CAT I O N S
The telecommunications industry fared better than
utilities, scoring positively for being available anytime
on my terms. It also scored well for digital engagement
– with 66 per cent of respondents interacting with a
telco digitally.
However, the results indicated that the industry is still of
the one-to-many mindset for its digital engagement as
opposed to offering a tailored experience. In Australia,
the telecommunications industry stands to make
fast gains by investing in tools that allow it to better
understand and deliver better control to its consumers.
Respectful and dedicated
to my needs
Fits in with my life
and is effortless
Responsive and interactive
Relevant offers without
infringing on privacy
TELCO
Excites and engages me
Available anytime on my terms

23. A U S T R A L I A N D I G I TA L E X P E R I E N C E R E P O R T
22
R E TA I L : G RO C E R I ES
The grocery sector achieved the best overall digital
experience score. However, it had the lowest level of
engagement, with only 32 per cent of respondents
doing their shopping online. This suggests that
Australia’s online grocery shoppers are still a small yet
engaged group of digitally savvy consumers. Telling as
well, the retail groceries industry scored positively in the
three attributes its consumers hold most dear.
Nonetheless, there are numerous attributes where the
industry scored negatively, and where the relatively few
players in this industry in Australia could quickly invest
to gain market share.
PERFORMED POSITIVELY FOR BEING:
BUT REQUIRED ATTENTION FOR THESE ATTRIBUTES:
Cohesive, integrated
and simple
Fits in with my life
and is effortless
Available anytime
on my terms
Relevant offers
without
infringing on
privacy
Responsive
and
interactive
Customised and
tailored to my
preferences
Makes me love
the brand
Makes me feel
important
Excites and
engages me
Associates
with my
identity

24. A U S T R A L I A N D I G I TA L E X P E R I E N C E R E P O R T
23
R E TA I L : C O N SU M E R G O O D S
Similar to its groceries counterpart, the consumer-
goods retail industry scored positively for the three
digital‑experience attributes most important to its
customers. Unlike groceries, it is one of the most
digitally engaged, with 62 per cent of respondents
confirming an interaction.
Connected consumers are redefining the shopping
experience. A vast majority of shoppers start
purchases on a PC or mobile device and want to be
digitally engaged in their shopping experiences4
.
Expectations have never been higher for retailers to
deliver consistent shopping experiences through online
channels, mobile technology and social networks.
CONSUMER GOODS RETAIL INDUSTRY SCORED POSITIVELY FOR:
BUT REQUIRED ADDITIONAL FOCUS FOR:
Respectful and
dedicated
to my needs
Responsive and
interactive
Cohesive, integrated
and simple
Fits in with my life
and is effortless
Relevant offers without
infringing on privacy
Excites and
engages me
Available anytime
on my terms

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I N SU RA N C E
The insurance sector in Australia scored positively for
two of the digital-experience attributes most important
to its consumers. It is also one of the better performing
sectors. Its digital engagement, however, is one of the
lowest, at 47 per cent.
To succeed, insurers must provide customer care
and not just financial services. This approach also
helps ensure that a company doesn’t lose hard-won
customers to a more responsive competitor. The ability
to understand customer needs and quickly respond
with the right products delivered through the right
channels earns customer loyalty.
Available anytime
on my terms
Cohesive, integrated
and simple
Respectful and dedicated
to my needs
Fits in with my life
and is effortless
Responsive and interactive Predicts my preferences

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25
T H E A U S T R A L I A N D I G I TA L E X P E R I E N C E R E P O R T
25

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T H E R I S E O F T H E D I G I TA L I N F LU E N C E R
Prioritising and improving the 13 attributes of the
digital experience are critical for a brand to increase
its number of delighted customers. However, the
research uncovered another extremely important factor
that can help a company boost loyalty and advocacy:
the digital influencer.
A digital influencer is someone who demonstrates the
ability to change opinions and behaviours, and drive
measurable outcomes online. Effectively harnessing
and expanding this segment of the customer base is
essential for a brand to improve satisfaction with its
digital experience.
To provide insight into the digital influence of Australian
consumers, respondents rated their level of digital
engagement. Based on their responses they were
categorised into four groups:
Influencers: Those who frequently posted content,
received a high volume of responses and had a large
following of people who read their posts and comments
Contributors: Those who contributed content on
digital media and received responses from others
Observers: Those who frequently viewed content
posted by others on digital media but seldom
actively participated
Passives: Those who had little engagement with
digital media
PERCENTAGE OF RESPONDENTS BY INFLUENCER SEGMENT
OBSERVERS
CONTRIBUTORS
PASSIVES
INFLUENCERS
9% 16% 37% 38%

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The study shows that as people become
increasingly influential in the digital arena,
the higher they rate their digital experience.
Influencers delivered a significant positive digital
experience score of 33 per cent across all industries,
meaning that there were far more delighted consumers
in this category than unsatisfied.
Those identified as contributors delivered a digital
experience score of -3 per cent, observers fared far
worse with a score of -33 per cent, and finally passives
scored -41 per cent.
The message for brands seeking to improve loyalty
and advocacy is to harness the power of the digital
influencer, while also helping to educate the other
consumer groups and bring them along the digital
journey from passive through to influencer.
AS PEOPLE BECOME INCREASINGLY
INFLUENTIAL IN THE DIGITAL ARENA,
THE HIGHER THEY RATE THEIR
DIGITAL EXPERIENCE
DX SCORE
BY INFLUENCER SEGMENT
INFLUENCERS
33%
CONTRIBUTORS
-3%
OBSERVERS
-33%
PASSIVES
-41%

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W H AT M AT T E RS TO T H E D I G I TA L I N F LU E N C E R
Contributors, observers and passives all rank available
anytime on my terms and cohesive, integrated and
simple as their top two digital experience attributes.
Influencers, however, rank fits in with my life and is
effortless and respectful and dedicated to my needs
as their top attributes. Rather than being more
functionally led, digital influencers preferred attributes
reflecting a tailored, emotive experience.
Additionally, two emotional attributes creep into the
influencers’ top five which are not seen in the other
groups; namely relevant offers without infringing on
privacy and excites and engages me. This again points
to the fact that influencers seek out the emotional
attributes of the digital experience.
WHAT MATTERS TO INFLUENCERS
OBSERVERS
CONTRIBUTORS
PASSIVES
INFLUENCERS
FITS IN WITH
THE REST OF
MY LIFE AND IS
EFFORTLESS
RESPONSIVE AND
INTERACTIVE
COHESIVE,
INTEGRATED
AND SIMPLE
RESPECTFUL
AND DEDICATED
TO MY NEEDS
AVAILABLE
ANYTIME
ON MY TERMS

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29
The impact of influencers on the overall digital
experience score is reinforced through analysis of
the brand index. Only one brand in the entire study
managed a positive digital experience score. The
consumer profile of this insurance business highlighted
an above average number of influencers (13 per cent
vs. 9 per cent) and a below average number of passives
(30 per cent vs. 38 per cent).
This provides further evidence to suggest that the more
digitally engaged a brand’s customer base is, the more
likely it will obtain a positive digital-experience score.
A number of lessons around the digital influence of
consumers can be taken on board by brands, namely:
• Focus on gaining more influencers as part of the
brand’s overall customer base, as well as work to
help bring other customers along the digital journey
to move them up the chain
• Ensure the business performs well in the important
digital attributes that help their company to
fit around the lifestyle of the consumer, but
importantly, look to more of the emotional and
exciting engagement strategies that attract
digital influencers.
DIGITAL INFLUENCERS BY INDUSTRY
BANKING
INSURANCE
RETAIL (GROCERY)
RETAIL (CONSUMER)
TELCO
UTILITIES
INFLUENCERS
9% 16% 37% 38%
CONTRIBUTORS OBSERVERS PASSIVES
7% 18% 36% 39%
36% 39%15%10%
38% 28%19%14%
35% 39%17%9%
37% 41%15%7%
36% 37%18%8%

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C R E AT I N G D E L I G H T F U L D I G I TA L E X P E R I E N C ES
This report has illustrated the business impact of digital
experiences both great and poor. However, the findings
also point to where organisations can begin to assess,
improve and optimise the digital experience they deliver
for their customers. In this assessment, representatives
from across an organisation’s functions (Marketing,
Service, IT, Finance and even HR) – and
preferably those organisation’s customers – need
to be involved. As Forrester has claimed and as our
interviews with leading Australian brands support,
the digital experience is not just a channel owned by the
Marketing function5
. Rather, the digital experience is a
differentiating element of the offering itself in which the
entire organisation invests, from inception to delivery.
DISCOVER DEVELOP DISRUPT
In discussions with several brands
assessed in this report, even
top performers didn’t have a
complete view of their customers’
preferences when it comes to the
digital experience. The first step to
developing competitive advantage
through the digital experience is
for a brand to understand what
its specific gap is or at least what
the gap is for its industry. Then,
by breaking down the digital
experience into its attributes
and how these attributes rank
among their customers, a brand
can identify where it should most
effectively invest to bridge the gap.
Examine how the digital experience
gap influences your customers’
NPS and loyalty scores and
prioritise how you improve your
digital experience accordingly.
Not all attributes of the digital
experience are cherished equally,
so focus on which ones strike a
chord with your customer base.
Also, help your customers develop
as digital influencers. As the
research findings suggest, the more
digitally influential a customer, the
more likely they are to be delighted
by the digital experience.
Especially in industries grappling
with significant disruption,
choosing the right attributes to
invest in may not be obvious. Often
a brand and its consumers won’t
know what they don’t know until
a disruptor comes by and shows
them. To fend off disruptors or –
better yet – to become disruptors
themselves, brands can also
invest in those digital-experience
attributes that appeal most to
digital influencers.

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T H E A U S T R A L I A N D I G I TA L E X P E R I E N C E R E P O R T
31

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T EC H N O LO GY E N A B L I N G
T H E G R E AT D I G I TA L E X P E R I E N C E
Moving from a transactional digital experience to one
that engages and delights takes more than a new app
or fresh digital presence. It also takes more then simply
putting a physical process “online.”As noted in the
previous section, experts from across the organisation
need to contribute to design and deliver a delightful
digital experience.
Instrumental as well is a thorough understanding of
the value technology holds as the foundation for the
digital experience, helping organisations know their
customers better and thereby engage with them better.
KNOW YOUR CUSTOMER
As digital services first expanded in the market,
many consumers didn’t mind the less personal
nature of the experience. It worked, and that was it.
Now, as consumers have become more digitally active,
they once gain desire the level of personalisation many
had received when the experience was exclusively over
the counter.
As the research shows, Australian consumers are
increasingly demanding digital experiences that not
only work but also trigger an emotional affinity to the
brand. This level of engagement requires a deep level
of personalisation, which in turn requires data – lots of
data – to have the clearest possible view of a customer
and his or her preferences.
Today, organisations can leverage structured data
(as in spreadsheets) and unstructured data (as
in audio or video content). They can make use of
obvious sources such as point-of-sale data, and
they can use less traditional sources such as third-
party and social media data, as well as signal data
from sensors or machine-to-machine data from
networked automation systems.
How the organisation manages the data is as important
as the data itself. Organisations must break down their
data silos: The architecture of the systems and tools
that collect, store and display data must be integrated
across sales, service, financials, supply-chain and
other systems to ensure that every role within the
organisation can make decisions based on the single
view of the customer.
Knowing your customer also means building the right
teams and honing the right skills internally to engage with
the data and deliver business insights.Data scientists,
line of business analysts and ITarchitects who understand
the business and who can design systems that integrate
data sources from across functions are instrumental in
developing an effective digital strategy.
However, it’s not enough for the view of the customer
to be complete; it also has to be in real time. In retail,
for example, there is tremendous value in making
an offer to a customer at the opportune moment.
Montreal’s public transport agency Société de
Transport de Montréal (STM)has developed an app

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33
that runs on real-time data to personalise the commute
of thousands of residents. STM and its network of
entertainment providers, food and beverage outlets
and retailers, offer special discounts and one-off
promotions to commuters as they move in and out
of the transport system. Bookstores are able to offer
commuters moving toward its store the opportunity to
download a sample chapter of a book that is on sale,
the Montreal Opera House offers special prices on
unsold seats for the coming afternoon’s performance.
Supermarkets offer their specials on bus routes for
commuters who are likely to be thinking about what to
cook for dinner. All of this is accomplished in real-time
and without infringing on commuters’ privacy6
.
In Australia, Fire and Rescue New South Wales
has recognised the significance of real-time and
implemented SAP’s in-memory database platform
SAP HANA so internal users can understand
instantaneously the location of assets and the skill
level of their employees and volunteers so as to best
deploy resources in times of emergency7
. Organisations
must lay the real-time foundation for these types of
differentiating capabilities not at the application level,
not even at the business intelligence level, rather at the
data platform level.
KNOW YOUR CUSTOMER
• Capture data from traditional and
non‑traditional sources
• Break down data silos
• Harness the power of real-time data
ENGAGE YOUR CUSTOMER
The focus of this research has been on the digital
experiences brands deliver to their customers in
Australia. However, although the digital experience is
rapidly dominating the overall customer journey, it is
of course not the only way consumers interact with
brands. Important to the overall customer experience is
an integration of all channels to the consumer, digitally
online and physically in store, to deliver a consistent
experience and meaningful customer engagement.
Customers are seizing control of the marketplace.
They are more digitally connected, socially networked
and better informed than ever before. They have
become savvy consumers in their personal lives and
sophisticated buyers at work. When they finally decide
to interact with a business, they expect to be able to do
their research, make a purchase and get assistance on
any channel they choose. They expect that each new
interaction will be personalised and occur within the
context of the last one. Their tolerance for fragmented
experiences is lower than ever, and they are very much
in control of their own journey.
Ultimately, successful integration of these channels
leads to omnichannel commerce—the seamless
integration of systems that allows shoppers to browse,
buy and take possession of goods more flexibly and
conveniently, leading to more sales. For example,
research from IDC shows that omnichannel shoppers
spend 3.5 times more than single-channel shoppers 8
.

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The greater proportion of interaction that is digital
relative to other channels, the less suited a traditional
CRM solution, where a brand enters opportunities
and leads. Rather best suited is an omnichannel
platform that goes beyond CRM to help a brand serve
its customers on their terms by integrating not only
salesforce automation, but customer and employee
collaboration, quote-to-cash processes, commerce,
support, fulfilment and marketing.
A digitally native business such as Uber is an extreme
case, but one that clearly illustrates the need for brands
to go beyond just CRM to engage their customers. A
location-aware mobile app finds the user when you
launch the app, immediately makes you an offer based
on your preferred vehicle, fulfils the order based on
credit card data on file, learns your preferences as you
use the service and integrates behavioural feedback
into every feature to optimise the experience. Without a
fleet of sales and marketing professionals, this is simply
impossible without the right technology.
Take Lorna Jane for example. To succeed in Australia
and overseas, the women’s sports apparel retailer
invested in an e‑commerce platform that aligns
channels and delivers a consistent and integrated
customer experience across its mobile, Web and call
centre instances as well as across its bricks and mortar
stores. Online conversion via mobile devices has since
grown by 200 per cent9
.
The customer is in full control. To compete and
win in today’s digital world, brands have to create
an environment where true, digital engagement
with customers is possible. And to meet customer
expectations and fend off rivals, brands must be able to
respond to them in real-time, whenever, wherever and
on whatever device they choose to use.
ENGAGE YOUR CUSTOMER
• Align digital experience to other channels
(omnichannel)
• Personalise the experience
• Go beyond CRM

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DATA-DRIVEN CUSTOMER ENGAGEMENT
ENGAGEYOURCUSTOMERSTRUCTUREDDATA
UNSTRUCTUREDDATAENGAGEYOURCUSTOMER
KNOWYOUR
CUSTOMER
KNOWYOUR
CUSTOMER
PERF
ECTDIGITALEX
P
ERIENCE POW
E
R
EDBYTECHNO
LOGY
B U S I N E S S I N T E L L I G E N C E P L AT F O R M
R E A L-T I M E D ATA P L AT F O R M
PROCUREMENTFINANCE HUMAN
RESOURCES
MARKETINGSALES
O M N I C H A N N E L E N G A G E M E N T

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T H E A U S T R A L I A N D I G I TA L E X P E R I E N C E R E P O R T
36

38. A U S T R A L I A N D I G I TA L E X P E R I E N C E R E P O R T
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CAS E ST U DY: SU N C O R P I N SU RA N C E
Suncorp Insurance has the distinction of being the
only brand in the research to attain a positive digital
experience score. Insights into the organisation’s digital
practices help explain why.
Over the past five years, Suncorp has experienced
a significant increase in digital interactions with
its insurance customers. According to Head of PI
eCommerce Specialist Brands, Ivan Owide, the digital
experience is now their customers’ preferred window
to the organisation. Increasingly, customers want much
more from the digital experience than functionality.
“Yes, they want it to be convenient and timely, but
they now want the experience to be tailored and
meaningful,” Owide says.
The ability of the team at Suncorp Insurance to
accommodate these more nuanced digital demands of
its customers is evident in the company’s exceptional
scores across the majority of digital-experience
attributes. In fact, Suncorp Insurance scored positively
in 11 of the 13 attributes.“Our digital philosophy is
underpinned by the notion that the customer should
think more highly of the brand after the experience than
before,” Owide says.
SUNCORP DX SCORE
THE DX SCORE
31%
AMBIVALENT
13%
28%
UNSATISFIED
41%
DELIGHTED
WHO IS DELIGHTED WITH THE DIGITAL
EXPERIENCE PROVIDED BY SUNCORP
INSURANCE AND WHO IS NOT?

39. A U S T R A L I A N D I G I TA L E X P E R I E N C E R E P O R T
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Suncorp Insurance tallied by far the highest percentage
of delighted customers, at 41 per cent. Across all
segments Suncorp Insurance enjoys higher-than-
average loyalty and NPS.
The high scores also demonstrate Suncorp’s ability
to excel not only in the functional attributes, but also
in the more emotional – specifically: responsive and
interactive, respectful and dedicated to my needs, fits
in with my life and is effortless and customised and
tailored to my preferences. These attributes are valued
especially among digital influencers, an important
driver behind Suncorp Insurance’s high digital-
experience score.
As the research shows, digital influencers tend to
deliver a higher digital-experience score, and for
Suncorp Insurance this segment makes up an above-
average percentage of the brand’s customer base
(13 per cent vs. average of 9 per cent). Similarly, the
organisation had a lower than average percentage of
passives (30 per cent vs. average of 38 per cent).
The digital experience has significantly shaped
Suncorp Insurance’s business over the past five years.
It hasn’t necessarily reduced the number of calls the
organisation receives, rather – more importantly –
it’s changed the type of conversations customers
are having with the brand during these calls.
AFFECTING SUNCORP’S BUSINESS OUTCOMES - LOYALTY
73%LOYALTY
45%LOYALTY
28%LOYALTY
WITH THE DIGITAL EXPERIENCE
DELIGHTED
WITH THE DIGITAL EXPERIENCE
AMBIVALENT
WITH THE DIGITAL EXPERIENCE
UNSATISFIED

40. A U S T R A L I A N D I G I TA L E X P E R I E N C E R E P O R T
39
“Our digital experience allows our consultants to
focus on immediately helping our customers rather
than spending the first 10 minutes of the conversation
gathering information,” Owide says. The omnichannel
experience here is key: “There is no ‘online customer.’
We look to integrate our online experiences with our
offline conversations to build a similar experience
across channels.”
Suncorp prides itself on recognising the evolving
demands of its customers early and investing ahead
of them.“Digital isn’t any one person’s job, it’s a highly
collaborative process across the business,” Owide says.
Suncorp relies on an in-house team of digital experts
to work with the departments, process owners
and customers, iteratively testing and challenging
the experience so that it best complements the
customer journey.
“It’s not about replicating the offline online. It’s about
enhancing a process and making it more valuable in
a digital context,” Owide says.“Customer experience
is the battle ground in our industry, and digital is such
a massive enabler for a delightful experience. Digital
is an enabler for organisations to exceed customers’
expectations like never before,” he concludes.
AFFECTING SUNCORP’S BUSINESS OUTCOMES - NPS
65%NPS
10%NPS
-44%NPS
WITH THE DIGITAL EXPERIENCE
DELIGHTED
WITH THE DIGITAL EXPERIENCE
AMBIVALENT
WITH THE DIGITAL EXPERIENCE
UNSATISFIED

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WHAT’S IMPORTANT TO SUNCORP CUSTOMERS?
-20
-10
0
10
20
30
40
50
RANK 1
RANK 2
RANK 3
RANK 4
RANK 5
RANK 6
RANK 7
RANK 8
RANK 9
RANK 10 RANK 11
RANK 12
RANK 13
DIGITALEXPERIENCESCORE(%)
50%
27%
34%
14%
17%
14%
5%
16%
6%
5% 5%
-6%
-13%
INSURANCE DX RANK
Cohesive, integrated
and simple
Responsive and interactive
Excites and engages me
Makes me feel unique
Relevant offers without
infringing on privacy
Predicts my preferences
Customised and tailored
to my preferences
Makes me feel important
Associates with my identity
Makes me love the brand
Fits in with my life and
is effortless
Respectful and dedicated
to my needs
Available anytime
on my terms

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41
WHAT SHOULD SUNCORP FOCUS ON?
30%
20%
10%
-60% 40%-40% 20%-20% 0%
40%
25%
35%
15%
IMPROVE
IMPORTANCE
MAINTAIN
MONITOR COMMUNICATE
THE VALUETHE
DX
SCORE
Cohesive, integrated
and simple
Responsive and interactive
Excite and engage me
Makes me feel unique
Relevant offers without
infringing on privacy
Predicts my preferences
Customised and tailored
to my preferences
Make me feel important
Associates with my identity
Makes me love the brand
Fits in with my life and
is effortless
Respectful and dedicated
to my needs
Available anytime
on my terms

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CAS E ST U DY: KO G A N .C O M
Kogan.com is widely recognised in Australia as a
disruptor to the retail industry. As a complete online,
direct-to-consumer business, Kogan.com relies nearly
exclusively on the digital experience when it comes to the
overall customer experience.
The findings of the Australian Digital Experience Report
reflect Kogan.com’s thorough understanding of what
makes a strong digital experience: The organisation
scored the highest among consumer-goods retailers,
besting eight other large consumer-goods retail players
and delivering the third-highest score across industries.
Unique to Kogan.com is that the ambivalent segment is
the largest among the top performing brands assessed,
suggesting potential to further improve with relatively
little investment.
Kogan.com has achieved its leadership standing through
relentless focus on“simple and beautiful ways to buy tens of
thousands of products at the world’s best prices,”according
to David Shafer,Executive Director,Kogan.com.The team at
Kogan.com continually improve the shopping experience on
itsWeb site,but importantly the systems and processes at
the backend that power their operations.
From an engagement standpoint,Kogan.com applies smart,
measurable marketing to attract customers,and a leading
digital experience to drive loyalty.Kogan.com carefully
analyses how customers interact with their brand at every
point of engagement – from its very robust searching
and filtering system through to its intelligent checkout
process,which remembers a customer’s key details.Kogan.
com hires coders and designers who are encouraged to
challenge the status quo.They develop ideas for the digital
experience based on fact,not emotion – based on what
customers actually do rather than what they feel customers
ought to be doing.
This digital experience is backed up by rapid delivery
achieved through strong operational systems and
procedures in the backend reliant on timeliness and
accuracy of data.The business is highly data driven.Shafer
describes Kogan.com as“a statistics business first and
foremost,rather than a retailer.”He adds,“We see a big
difference at the frontend based on our optimised backend.”
At 78 per cent, Kogan.com enjoys strong loyalty among
customers delighted with the digital experience.
This illustrates the particular importance of the
digital experience for Kogan.com as the dominant
point of engagement with customers. According
to the Australian Digital Experience Report, Kogan.
com’s leadership is defined by its superior ability
to provide service anytime and on the customer’s
terms, the attribute most important to customers of
consumer‑goods retail. Strong, too, was Kogan.com’s
capability to deliver on the attributes most important to
the digital influencer: fits in with my life and is effortless
and respectful and dedicated to my needs.
Early 2015, Kogan.com introduced its retail grocery
offering, launching it into the grocery retail sector
with a very established set of competitors. From
a digital experience perspective, Kogan.com is in
a unique position to activate what has made it so
successful in the consumer-goods space for the grocery
space and further define the delightful digital experience
in Australia.

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R E F E R E N C ES
1. Media Consumer Survey 2014: Australian Media
and Digital Preferences – 3rd Edition
Deloitte, March and April 2014.
2. Measuring Your Net Promoter Score
Bain Company.
3. 2014 Global Customer Service Barometer
American Express, 2014.
4. The 3 New Realities of Local Retail
Google, Ipsos Media CT and Sterling Brands,
October 2014.
5. The Forrester Wave™: Digital Experience Delivery
Platforms, Q3 2014
Forrester Research, Inc., 2014.
6. An Instantly Rewarding Ride
SAP.
7. Customer Snapshot: Saving Lives and
Property with Data
SAP.
8. IDC Retail Insights, John Lewis: “The Path
to Omnichannel”
IDC, May 2012.
9 hybris and Lorna Jane, A Growing Success Story
hybris software.
F U RT H E R R E A D I N G
Creating the Customer Experience
SAP and Oxford Economics, 2014.
Delivering New Levels of Personalization in
Consumer Engagement
Forrester Consulting and SAP, November 2013.

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AC K N OW L E D G E M E N TS
SAP Australia would like to thank customers Suncorp
Insurance and Kogan.com for sharing their best
practice and leadership with the digital experience in
this research report, as well as addressing this topic
openly and in detail for the benefit of organisations
across Australia.
We also thank former SAP Australia and New Zealand
President and Managing Director Andrew Barkla for his
input into the conceptualisation and execution of
this research.
SAP Australia extends its deep appreciation to Ray
Kloss, Director of Marketing, CISCO and former Head
of Marketing for SAP Australia and New Zealand for his
leadership in building the framework for the research.
The development of this whitepaper benefited from
the input and support provided by our partners
The Factuary and Howorth Communications.

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