CUSTOMERS WANT OMNI-EXPERIENCE AND THEY WANT IT NOW. ARE YOU READY?

1. S_HIFT_TO_OMNI-EXPERIENCE_DX
CUSTOMERS WANT
OMNI-EXPERIENCE AND
THEY WANT IT NOW.
ARE YOU READY?
POWERED BY

2. With smartphones in their hands, search, social and shopping at their fingertips, to-
days customer demands more. They are not just the right now generation, in the age
of the intimate algorithm that shapes their digital experience around their context,
beliefs and behaviours they are the right-for-me generation. They expect brands to
not just deliver seamless experience across channels, they expect brands to enable
them to shape their product and experience to their needs in all channels. In fact by
2018 20% of industry leaders will allow customers to build custom product and ser-
vices giving them control over the experience.
Delivering this level of omni experience requires deep digital transformation (DX).
DX efforts require collaboration across the organization. But IDC believes that by
2018, 70% of siloed digital transformation initiatives will ultimately fail due to insuffi-
cient collaboration, insourcing or project management.
This report looks at how to succeed in omni-experience transformation.
Tomorrow Daniel is going to order a pizza, his own special Pizza. A pizza he created and which has been so popular
on social media he gets rewarded by the pizza restaurant.“Hey Alexa”he’s going to say“I’d like my special, delivered
to home”“Don’t forget the wings’Alexa prompts him.
Behind the scenes the price of his pizza is being kept stable and margins high despite an in market rise in dairy costs
thanks to the pizza restaurants ability to access a global supply network, driven by predictive inventory manage-
ment. His and thousands of other orders are carefully monitored along with Net Promotor score, order to dispatch
and order to delivery service levels, inventory levels and social mentions. There’s Daniel’s order out on dispatch
“Order 239223: One Daniel Special + wings – ETA 2 minutes.
Alexa’s going to let him know.“Daniel Pizza arriving in 2 minutes”. Daniel can see on his phone the Robotic Delivery
Unit making its way down his street. His voice unlocks the unit so he can collect his pizza. His pizza has been tracked
all the way by the last mile delivery company using virtual reality to track all the robotic delivery units with AI pre-
dicting traffic issues and best routes. Through the video feed on the delivery unit they can see Daniel taking out his
pizza and wings. Daniel gives a quick 5 stars rating. Alexa notifies him.“Daniel, you have a voucher for free wings to
say thanks for being a great customer”
For leading Omni Experience companies this is not tomorrow’s experience this is happening today.
THE_FUTURE_OF_OMNI_EXPERIENCE:
DANIEL’S PIZZA_TOMORROW

3. ARE_ORGANISATIONS_IN_ASIA_PACIFIC_SET_UP
TO_SUCCEED_IN_DIGITAL_TRANSFORMATION?
ENABLERS_OF_DIGITAL_TRANSFORMATION
IDC forecast worldwide spending on DX technologies
to be more than $1.2 trillion in 2017, an increase of
17.8% over 2016. Asia/Pacific (excluding Japan) will
see the largest investments in DX technologies in
2017 of all regions, with 37% of the worldwide total.
The pace of DX is accelerating in Asia/Pacific, but 45% of
organizations are still in the first stage of DX maturity (out of
5 stages), compared with 14% in the United States. Organiza-
tions in Asia/Pacific need to focus on accelerating their digital
capabilities, otherwise they will face irrelevance. If successfully
done, this will help drive competitive advantage, grow reve-
nue, and ultimately increase market share.
Thirty-three percent (33%) of organizations (the second largest
group) fall within the opportunistic stage of Digital Transfor-
mation (DX) maturity. These organizations have already es-
DX is a board-level initiative and is at the heart of business strategies for companies of all sizes. Enabled by innovation accelera-
tors, such as Internet of Things (IoT), cognitive/AI systems, and 3D printing, together with the 3rd Platform technologies of social,
mobile, analytics, and cloud, DX represents a huge opportunity for companies to redefine their processes, operating models and
customer engagement initiatives.
Organizations need to master the disciplines of Leadership DX,
Omni-Experience DX, Information DX, Operating Model DX,
and WorkSource DX in order to compete in the Digital market-
place. The power of the five disciplines is in their synergy — in
digital enterprises, the whole is much greater than the sum
of the parts. Leaders that understand and can exploit those
synergies will be the digital thrivers of the future.
• Leadership DX: This set of disciplines enables businesses to
develop the vision for digital transformation of products,
services, and experiences that are optimized to deliver value
to partners, customers, and employees.
• Omni-Experience DX: This dimension describes an om-
nipresent and multidimensional ecosystem approach to
continually amplify experience excellence for products and/
or services.
• Information DX: This dimension encompasses the focused
approach to extracting and developing the value and utility
of information relative to customers, markets, transactions,
services, products, physical assets, and business experiences.
• Operating Model DX: This dimension describes the ability
to make business operations more responsive and effective
by leveraging digitally connected products/services, assets,
people, and trading partners. Operating Model DX defines
“how”work gets accomplished in terms of digital
transformation.
• WorkSource DX: This dimension covers the evolution of
the way that businesses will achieve business objectives by
effective sourcing, deployment, and integration of internal
(full- and part-time employees) and external (contract, free-
lance, and partner) resources.
DIGITAL TRANSORMATION
tablished basic digital capabilities, but to progress to the next
stage of maturity (repeatable) they need to focus on increas-
ing the integration and consistency of its digital initiatives.
DX is not just another technology trend, but a critical business
priority for many CEOs and their leadership teams across Asia/
Pacific. Processes and business models that were optimal a
few years ago are now outdated — or simply don’t provide
the speed and agility required to compete.
The fact that the majority of Asia/Pacific organizations are in
the first 2 stages of maturity shows that digital transformation
is not as simple as buying a technology solution. DX involves
a radical rethink of how to do business. To be successful, orga-
nizations need to focus on developing the vision and strategy
for digital transformation of products, services, and experienc-
es to deliver value to partners, customers, and employees.
MOBILITY
BIG DATA /
ANALYTICS
CLOUD
SOCIAL
3D PRINTING
ROBOTICS
COGNITIVE/AI
INTERNET OF
THINGS
AUGMENTED &
VIRTUAL REALITY
NEXT GEN
SECURITY
3RD PLATFORM
INNOVATION ACCELERATORS
DEVELOPERS INDUSTRY CLOUDS

4. WHICH_AREAS_ARE_BEING_TRANSFORMED
Not many organizations have the ability to repeatedly
disrupt market and personal behaviors by delivering world-
class experiences across products and services to the entire
ecosystem. There are some companies starting to deliver this
type of“breakout”innovation by blending digital and physical
experiences to garner customer allegiance. So, the challenge
is for all companies to develop a multidimensional ecosystem
approach to continually amplify experience excellence for
their products and/or services, which is how IDC defines om-
ni-experience DX. It requires the enterprise to deliver breakout
innovation in the use of digital and physical connections, influ-
ences, impressions, and triggers to transform the value of the
ecosystem experience.
LEADERSHIP
TRANSFORMATION
An“outside in”
business environment
OMNI-EXPERIENCE
TRANSFORMATION
Blend physical and
digital experiences
INFORMATION
TRANSFORMATIION
Information as a
competitive advantage
OPERATING MODEL
TRANSFORMATION
New digital
revenue streams
WORKSPACE
TRANSFORMATION
Ecosystem-based
workforce

5. SHIFTING_TO
OMNI-EXPERIENCE
Customer Experience (CX) is the number one customer-
related priority for organizations in Asia Pacific.
The days of product-oriented sales and marketing are long
gone. Today, simply having a good product and spending
advertising dollars to promote it will not guarantee success.
If it was difficult before, it’s only going to get harder as com-
petition can come from virtually anywhere and everywhere
in today’s hyper connected marketplace. With the rise of the
sharing economy, business models are being disrupted, while
customers’expectations of brands have also risen. Custom-
ers in the digital age demand greater level of consistency,
personalization, and meaningful experiences – something
that is forcing brands to transform and become experiences
to their customers. Furthermore, brands need to evolve to
give their customers direct control over the experience and
the products and services that are delivered. This requires
organizations to rethink customer engagement and dream
new possibilities with the advent of technologies such as
augmented reality and robotics.
Not every company is innately digital like Netflix or Amazon.
But that is no excuse to sit on the side lines. Ready or not,
every company now operates in a digital environment that
demands and rewards business agility and digital transfor-
mation (DX) innovation. To that end, omni-experience DX is

6. the key to continually attract and grow loyalty with customers.
With the help of enabling technologies such as listening and
sensing, learning, automation, and predictive responsiveness,
omni-experience DX enables businesses to continually rede-
fine and innovate products, services and customer
engagement.
DX thrivers understand that to succeed they need to take an
ecosystem-based approach, attracting and growing loy-
alty among all constituents - not only customers, but also
For industry incumbents, this drive toward Omni-experience
has their business and IT leaders, if they haven’t already, com-
ing together to ensure this becomes core to the organization’s
strategy. CIOs, for example, are seeking to enable the business
to digitally transform with the help of disruptive technologies
like AR/VR, AI, Big Data and IoT. The IT organization also needs
to be staffed with the necessary skills in data privacy, security,
and enterprise architectures.
partners, suppliers and employees. This means embracing
enterprise-wide transformation through investment in people,
processes, and technology.
Taking a siloed approach that focuses on one of these aspects
may help you in the short term, but it’s only by incorporating
all constituents and shifting to omni-experiences as part of
your overall digital transformation (DX) strategy that you will
be able to compete in the digital economy.
FIGURE 1: OMNI-EXPERIENCE DX AND THE BUSINESS/ECOSYSTEM RELATIONSHIPS
SOURCE: IDC, IDC MATURITYSCAPE: OMNI-EXPERIENCE DIGITAL TRANSFORMATION 1.0, #255754
Continuous
communications
and intelligence
gathering
Disruptive DX strategies
Collaborative services
Agile product delivery
New business models
YOUR ECOSYSTEM
Channels
Markets
Customer
Competitors
Partners
YOUR FUTURE
ECOSYSTEM
Future channels
Future markets
Future customers
Future competitors
Political trends
Social trends
Economic trends
Regulatory trends
Omni-experience
characteristics
Omni-experience
creation and receptivity
Autonomic adaption
Amplified multi-
dimensional messaging
Multilateral bidirectional
rewards and incentives
Innovation culture
Employees
Experience
Products
Services
Future employees
Future experience
Future products
Future services

7. What is best-in-class? Organizations are starting to in-
vest heavily to deliver Omni-Experience DX, but are they
ready to tackle the complexity?
Not many organizations are able to disrupt markets, let alone
repeatedly. While there are companies starting to deliver
“breakout”innovation by blending digital and physical expe-
riences to garner customer allegiance, omni-experience DX
remains a goal for most. The challenge is the complexity of
transformation across the ecosystem of customers, partners
and channels.
SOURCE: IDC, IDC MATURITYSCAPE: OMNI-EXPERIENCE DIGITAL TRANSFORMATION, #255754
FIGURE 2: OMNI-EXPERIENCE DX MATURITY STAGES
Asia/Pacific’s organizations are lagging behind in
Omni-Experience DX maturity when compared to their
peers in the US.
Today only 5% of companies in the Asia/Pacific region com-
pared with 22% of those in the U.S. are in the two most ad-
vanced stages of Omni-Experience DX maturity, according to
IDC’s Omni-Experience DX MaturityScape 2016 survey. Leaders
that demonstrate self-adaptive market responsiveness contin-
ually and sustainably grow the business ahead of the market.
This is no surprise as they continually disrupt themselves and
outpace the market by understanding and responding to the
needs of their extended ecosystem needs to deliver optimized
omni-experience.
At the other end of the spectrum, 48% of Asia/Pacific enter-
prises compared to 2% of their U.S. counterparts are in the first
stage (Ad Hoc) of Omni-Experiences DX maturity. The inability
of these organizations to engage and keep pace with the
needs of their ecosystems means lost business opportunities.
Key challenges companies are facing in their
Omni-DX journey
Culture, strategy, and processes: The organization’s culture
is central to making omni-experience strategies work. Many
organizations struggle because leadership does not provide
adequate support for these initiatives. Doing so is critical since
the ripple effect through the organization is profound. The
alignment of corporate goals to create experiences that meet
expectations and provide satisfaction is key.
Technology platforms and fragmentation: The lack of
well-defined strategies and processes in an organization has
a major impact on technology selection and implementation,
resulting in deployment of a variety of tools (i.e., point solu-
tions) that cater to departmental-specific needs and that can
fail to address the transformational nature of these initiatives.
Organizations need to focus on integration, openness, scale –
for data capture, processing, and analysis – adaptiveness
and security.
Data silos obstruct single views of the ecosystem: Data
management is a top challenge for many organizations across
Asia/Pacific. The growth of data and the variety of locations in
which data resides within and outside the organization con-
tinue to contribute to existing data silos, preventing effective
collaboration across business functions and the organizations
from having a holistic view of their customers and ecosystem.
People and skills: The lack of skills to execute on these strat-
egies is a key challenge impacting omni-experience transfor-
mation. Organizations have dispersed individuals/groups that
operate independently by functional role, as well as isolated
and varying levels of skills.
Best-in-class organizations with high-functioning
levels of omni-experience DX demonstrate the
following qualities:
• A culture of innovation permeates all areas of the
organization
• Seamless, engaging omni-channel customer experiences are
the norm
• Creating unique differentiating experiences is a cornerstone
of an organizational strategy
• Listening and learning through all internal and external mar-
ket cues are core to predictive market responsiveness
• Processes are automated where humans don’t add value
• Rewards and incentives offered for all members of the eco-
system
• Processes, products, and assets are highly instrumented,
contextually aware, and autonomic
• Continuous change and disruption experienced inside and
outside of the organization.
AD-HOC
OPPORTUNISTIC
REPEATABLE
MANAGED
OPTIMIZED
SHALLOW
Little ability to adapt
business models,
products, and services
to deliver resonating
ecosystem experiences
BUSINESS OUTCOME
Lost opportunity
and slowed growth
because of the inability
to engage and keep
pace with ecosystems
needs
ENRICHED
Efforts to test multi-layered
ecosystem approaches
to create enduring
relationships and to
improve products and
services
BUSINESS OUTCOME
inconsistent and
unsustainable growth
spurts tied to individual
program efforts
MULTIDIMENSIONAL
Consistent, but not yet
fully exploited, ability
to create engaging
and interactive
multidimensional
ecosystem experiences
BUSINESS OUTCOME
Improved ecosystem
loyalty and buisness
perfomance – at par
with competition
AMPLIFIED
The ability to
automatically drive
the ecosystem to
amplify high-quality
contextualized product
and service experiences
BUSINESS OUTCOME
Continuous ability
to attract and retain
relationships and grow
market share by sensing
and responding to
market needs early
DISRUPTIVE
Self-improving ability to
repeatedly disrupt market
and personal behavioiurs
by delivering incredible
experiences across
products and services
BUSINESS OUTCOME
Continually and
sustainably grow business
ahead of market as a
result of amplified market
responsiveness

8. It started with one man and a vision. Don Meij, CEO of Dom-
ino’s Pizza (Australia), envisioned a simple, yet radical goal
– to have 100% of Domino’s sales generated through digital
channels. As a first mover to integrate digital into brick-and-
mortar quick-service-restaurant (QSR) retailing, Domino’s is on
its way to achieving its dream, with digital representing 70%
of sales today. Meij foresaw omni-experience as a strategic
competitive advantage and is seeking to broaden Domino’s
digital ambition.
Digital-First and the Resulting Software Clutter
Domino’s digital journey began in 2006, after Meij took over
the helm as CEO in 2005. Aspiring to be“where the customer
is”and“delivering on what customers want”, Domino’s strived
to be digital-first amongst its peers with multiple initiatives.
CASE_STUDY:
DOMINOS’ PIZZA_MOGUL
2006
2009
2011
2012
2013
First quick service restaurant
(QSR) with online ordering and
real-time pizza tracker.
First Aussie QSR with iPhone app.
First Aussie pizza chain with
Android app.
First Aussie pizza chain with iPad app
“Pizza Chef”, and Facebook crowd-
sourced pizza. First to add store and
product ratings to online ordering site.
Achieved 50% sales through
online channels, with 50% of
online sales through mobile
By mid-2013, Domino’s developed multiple e-commerce
channels including desktop (flash), mobile Web, mobile apps
and Facebook commerce. These siloed applications proved
expensive to maintain and made it hard for Domino’s to keep
up with business demands. With an aggressive goal of digital
generating 80% of sales as the next milestone, and additional
plans to scale out the Australian infrastructure to Domino’s Eu-
rope and Asia, Domino’s required a new technology platform.
New Platform as Core of Ecosystem
Domino’s approached a few software development compa-
nies and finally found one which not only understood their
goal but has a track record of delivering to it. Domino’s goal
was not only to digitize their existing business model.
The chosen partner adopts agile software development meth-
odology and understands the nuances of retail. Through short
release cycles which facilitated an ongoing feedback loop of
what was working and what was not, Domino’s enabled con-
stant business-to-IT collaborations and experimentations.
Understanding Domino’s vision and goal, the partner worked
toward rebuilding a core set of platform capabilities as first
step. This approach broke down the customer journey into
three main stages: ordering, pizza baking and delivery. At
every stage, Domino’s and its partner mapped strategy to
technology, beginning with:
• Identifying core capabilities needed as part of the
strategy. For example, for store-fronts’catalogue manage-
ment capability, creating custom-built pizzas is one vital
aspect to Domino’s vision of creating personalized experi-
ences. This desired capability remains constant regardless of
digital touchpoints or technology used to implement it.

10. • Designing and implementing identified capabilities into
a core platform as channel-agnostic and reusable API
services. This ensures core business processes are main-
tained at one single point in the technology architecture,
and are resilient to changes from emerging technologies
or new man-machine interfaces. Edge implementations are
designed to consume core services via APIs.
• Experimenting with new products or services. With a core
platform, business units can experiment with greater agility
through integration to new touchpoints, or extend its
ecosystem by integrating with partners such as new delivery
modes. This approach ensures unproven changes are isolat-
ed from core platform and can be easily de-coupled when
needed. When proven, successes can be re-engineered into
the platform as core capabilities.
Embracing new ways of working, Domino’s built up a new
extensible platform. From six siloed ordering sites, Domino’s
and the partnership led to a new cross-channel API-driven
HTML5 ordering platform in six months since its inception
in July 2013. Delivering the immediate gains needed then
while preparing Domino’s for the continuous disruption in the
mobile and social ecosystem. The partner’s depth of experi-
ence supported improved prioritization, idea validation, and
executional speed across core initiatives.
3 Years of Partnership, Accelerated Innovation
and Growth
For Domino’s customers, the new platform simplified pizza
ordering process; while new experiential features led to deep-
er customer engagement, increased basket size and loyalty.
One such example is“Pizza Mogul”, which allows customers
to co-create their own pizza and share their pizza creations
through social and personal networks – for every pizza sold,
the creator is rewarded with up to $US4.
• Co-creation of pizza recipes from hundreds of ingredients,
across multiple digital devices and allowing customers the
flexibility to pick up their personalized pizza from any of
Domino’s branches, or have it delivered to their door.
• Capitalizing on customers’interests in iPad app,“Pizza Chef”,
which allows users to drag and drop toppings to create their
pizza designs. Domino’s integrated this experience into its
core platform, and expanded it to include social sharing,
gamification and revenue sharing features.
• Through social sharing, the platform enabled“an army of
customers marketing their pizzas”through user-generat-
ed content. Beyond extended reach, social sharing also
enhanced message relevance and reciprocity as friends
experience their favorite pizza creations in group settings,
such as soccer games and family gatherings.
• Domino’s measured sales records and monitored social
sentiments to identify top-selling Mogul pizzas, which in
turn drove product development. The change in approach
achieved results beyond what traditional processes could
hope to achieve. In 11 months since its inception, Pizza Mo-
gul initiative has resulted in 55,000 users and 160,000
pizza creations.
• GPS Driver Tracker not only provides delivery route updates
to consumers via mobile, smartwatches and“Chromecast-ed
TV”, the same underlying service directs delivery drivers
through the most efficient route using real-time traffic infor-
mation, avoiding congestions and enhancing drivers’safety.
For Domino’s, its strategy to continuously
disrupt itself through continuous digital
innovations contributed to significant
results. In first half FY17, Domino’s Pizza Aus-
tralia reported 17.2% revenue growth to
AUD$150 million, achieving 70% of sales
through digital channels and marching on
towards its vision of 100% digital sales.
Continuing its digital transformation jour-
ney to extend its value propositions further
out along its ecosystem, Domino’s began
CAA-approved trials for store-to-door
drone deliveries from a selected Domi-
no’s New Zealand store in August 2016.
The use of drone delivery is designed to
work alongside Domino’s current delivery
fleet and will be integrated into its core
platform comprising online ordering and
GPS systems. This trial is expected to extend
delivery coverage into hard-to-access areas
and improve utilization of delivery assets.

11. CASE STUDY_REDMART:
A_SWAT_TEAM_APPROACH_TO
CUSTOMER_PROBLEM_SOLVING
Redmart – Singapore’s answer to“grocer-
ies-on-demand, delivered to your door,”thrives on
complexity. At the core of the organization’s rising
success lies data, and with this data, Redmart
searches continually for more sophisticated
ways of sourcing, managing, picking, pricing and
delivering its 45,000 products to thousands of
customers across the country.
But unlike most established food retailers that
build their brands through the establishment
of extensive grocery and convenience store
locations, Redmart came to market with a simple
idea. Says company CEO, Roger Egan:“We started
by getting the service perfect, then built it up
from there.”
It’s the story of three guys (Roger, and his
co-founders, Vikram Rupani and Rajesh Lingappa)
and a van.“Neither Vikram nor I had experience
in e-Commerce, retail or technology, which, trust
me,”he says,“made it awful hard to raise fund-
ing…What we did have was a clear idea on how
to build a better business.”
Egan says that for the better part of the first year,
he and his small team would spend their days
with suppliers, their afternoons making deliveries,
and their evenings, dividing up responsibility for
all the other functions; HR, finance, logistics, etc.
“Suffice it to say, this set the tone for our culture,”
says Egan. Today, everyone who joins Redmart
- regardless of title or position – spends time
making deliveries, working in the warehouse, and
understanding every aspect of the business.
The result is a highly complex, fully integrated
food retailing and delivery business built from the
bottom-up. From one van and a skeleton team,
Redmart now boasts a fleet of 150 delivery trucks,
80,000 sq ft of warehousing space, and 45,000
unique food items for sale. With such a heavy
capital investment, it might have been easier to
build a more traditional food retailing business.
“But we wanted something different,”says Egan.
“We realized early on that we needed to be a tech
company, not a logistics provider or a traditional
retailer.”And that epiphany, says Egan, has made
all the difference.
Unlike traditional businesses with clear functional
verticals with separation of tasks and responsibil-
ities, Redmart combine functional expertise into
what they call‘Red Teams.’Each team includes
commercial leaders, industrial engineers, data
scientists and process experts. According to Egan,
each team is then tasked to address a segment,
a problem or an opportunity.“We then take the
management of the operations to a whole new
level,”he says,“by having each team define their
own objectives, inter-dependencies, and KPIs.
We then make these goals visible to the entire
organization.”
If it sounds like a recipe for anarchy, consider this:
A true omni-channel business is born of inter-
dependencies, real-time data, and absolute
transparencies. This is terrifying terminology
for more traditional organizations that have built
businesses based on hierarchies, secrecy and
top-down leadership structures.
There’s a degree of humility that needs to be
exhibited as well in a business like Redmart.“I
don’t think it’s overstating it to say that it’s due
to the Founders’high level of self-awareness and
willingness to hire people with more knowledge
and experience that they’ve been able to create
a high-performance culture,”says the company’s
Chief People Officer, Stephanie Nash.“I’d agree,”
says Egan.“But it’s equally true that when you’re
inventing a new business model it can sometimes
be a danger in hiring executives with too much
experience. Sometimes it’s harder to get people to
un-learn what they’ve learned,”he says.
While there’s no mistaking the premium placed
on culture and people, nothing, says Egan, is more
important than data.“It feeds into absolutely
everything we do,”he says.“From delivery rate
optimization to customer profiling and segmen-
tation.”Application of artificial intelligence (AI)
is central to Redmart’s long-term strategy.“The
inter-relationship between all the complexities of
our business require lots of analysis. Delivery, for
instance, is a critical component. We time stamp
every part of the delivery process from where
the driver parks, to which building access we
use, to time of day, routing, and coverage. There’s
nothing we don’t consider in order to optimize
the process.”
Unless or until Redmart owns and operates phys-
ical stores, it’s fair to say that the company isn’t
actually entirely“omni”channel.
“That may be so,”says Egan.“But I’d argue that it’s
easier to learn the physical store operation side of
the business than the effective application of AI…
Bricks and mortar operations track operating profit
based on profit per square foot. We measure profit
per customer. Our operating models couldn’t be
more different.”
Egan does envision a time when Redmart will
build retail outlets, but only to the degree that it
adds that additional layer of convenience to the
customer experience.“No matter what you do,
there’ll always be people who want to touch and
feel their vegetables,”he says.
Suffice it to say,
this set the tone
for our culture”“
“
“But we wanted
something
different“
We then take the
management of
the operations to a
whole new level
“
“
No matter what you
do, there’ll always be
people who want
to touch and feel
their vegetables,
“
“
From delivery rate
optimization to
customer profiling
and segmentation
“
“
We realized early
on that we need-
ed to be a tech
company
“
“

12. CASE STUDY_NESTLÉ:
A_PEOPLE_FIRST_APPROACH_TO
TECHNOLOGY_TRANSFORMATION
“We want our communication to be data-powered not da-
ta-driven, I hate the notion of data driven marketing. People
drive, data doesn’t drive,”says Tom Buday, global head of mar-
keting and consumer communications at Nestlé.
Enabling transformation from the inside
How can a 150 year old company embrace the spirit of
innovation and transformation? A key pillar of Nestlé’s digital
transformation is the DAT (Digital Acceleration Team) pro-
gramme. Every 8 months, 12 employees from different markets
and sales and marketing functions base at the DAT center in
Vevey. Armed with always on social monitoring they are tasked
with testing out the latest technology, creating meaningful
pilot projects for the business. During their eight months, they
reverse mentor senior executives, sharing their technology
knowledge. At the end of the eight months they go back to
their markets to drive transformation in their countries. Despite
significant investments in technology Nestle firmly believes
that it is people not technology that drive the transformation.
In 2013 Nestlé set up an innovation outpost in Silicon Valley to
enhance existing partnerships with the world’s largest technol-
ogy corporations while looking for pioneers among the thou-
sands of small technology startups that Nestlé can work with.
Nestle is running multiple pilots involving AI, voice technology
and Internet of Things.
The push for digital acceleration comes as Nestlé faces the
same challenges as many of its CPG cohorts: how to ramp
up sales in fast-growing developing economies and eke out
growth in developed countries where stagnant wages have
reduced consumer spending power – all against a rapidly
changing media environment.
There are 3 key drivers of transformation at Nestlé. First, the rec-
ognition that technology is affecting consumers’lives, chang-
ing the way they live and interact with brands. Nestlé wants to
keep up with that evolution, if not get ahead of it.
Second, the fact that technology is fundamentally changing
how marketing is done. Improving productivity, increasing effi-
ciency in the marketing job driven by marketing automation.
Third, whilst Nestlé is largely in the food and beverage busi-
ness, physical products, they are increasingly using technology
to add layers of service, incremental service surrounding prod-
ucts or to reduce friction in the existing brand
proposition.
An example of adding omni-experience service layers is Milo,
a chocolate malt beverage product. Milo recently launched
a fitness tracker that links to an app that parents can use to
monitor their eating and nutritional intake and to provide
recommendations to parents on how to achieve balanced
diets while having the child involved in friendly competition
with their friends, through sports tips and augmented reality.
The experience is uniquely tailored to each child using the data
garnered from the app and fitness tracker, and the experience
is managed and curated by the parents. This new approach to
creating layers of service has opened up new channel oppor-
tunities with Milo now sold in electronics stores. The platform is
rolling out in key markets in Asia and Africa.

13. Delivering Omni-Experience, requires significant internal
alignment not just around the vision, but also the measures of
success and investment. Companies need to look at a holistic
view of the gains from Omni-Experience. Many organizations
moving towards mastery look at Net Promoter Score as an
overarching goal and metric. Successful companies should
build businesses cases that model the impact from customer
growth, partner value creation, operational efficiency and em-
ployee satisfaction. Aligning on the business case for change
enables setting of hard goals and investment parameters.
BUILDING_THE_BUSINESS_CASE:
SCALING OMNI-EXPERIENCES_THROUGH
TALENT, TECHNOLOGY
NET PROMOTER SCORE
New customer
acquisition
CUSTOMER GROWTH
Customer lifetime
value growth
Advocacy growth
Value of new joint
business models
PARTNER VALUE CREATION
Shared data value
Marketing Efficiency
OPERATIONAL EFFICIENCIES
Supply Chain Efficiency
Channel Efficiency
Increased staff
satisfaction
EMPLOYEE SATISFACTION
Increased staff
retention
Efficiency of staff
recruitment

14. FOUR_DIMENSIONS_ESSENTIAL:
FOR_OMNI-EXPERIENCE_DX_MASTERY:
Ecosystem Experience
Ecosystem experience is the ability to continually amplify the
engagement to increasingly attract and retain (grow loyalty)
across all members, including customers, partners, employees,
and things:
• Strategy: Develop a strategy that is increasingly tied to au-
tomating and adapting responsively to customer experience
needs.
• Communications: Extend communications multilaterally
across the ecosystem including customers, partners and
employees.
Continuous Innovation Orientation
Continuous innovation orientation is the organizational con-
tinuous self-assessment and innovation that leverages input
that transcends the ecosystem (customer, employee, partner,
and things) boundaries:
• Organizational structure: Develop an organizational struc-
ture that enables agile innovation pilots and a fail fast
mentality
• Measurement/management: Improve the capability to auto-
matically measure the value of ecosystem experiences.
• Rewards/incentives: Develop rewards and incentives for
all members of the ecosystem based on the value of their
contribution.
Omni-Dimensional Marketing
Omni-dimensional marketing is the expansion brand and
customer management to leverage digital connections,
influences, and triggers that deepen engagement. Business
performance hinges on delivering unique experiences long
after initial engagement:
• Message relevance: Improve message responsiveness by
aligning with personalized and contextualized needs to
create uniquely relevant experiences.
• Message reach: Extend and amplify the impact of messages
by evaluating and reinforcing high-performing paths.
• Message reciprocity: Pay close attention to feedback,
rewarding reciprocity with something the customer, partner
or employee values.
Platform Service Delivery
Platform service delivery is the ability to leverage digital
technologies to conceive, create, and execute on innovative
contextualized ecosystem experiences that combine human
and machine intelligence:
• Architecture: Develop an adaptive architecture that fluidly
scales and adapts to omni-experience foundational
requirements.
• Service management: Create adaptive services to support
the creation of digital experiences that persist and resonate
inside and outside the enterprise.
• Data management: Effectively manage data privacy, securi-
ty, and accuracy.
Collaboration among key stakeholders is key to
success in Omni-Experience DX
For many executives, it will be an ongoing challenge to
restructure their omni-experience processes to incorporate
how changes in their ecosystem (e.g., customers and partners)
impact current tactics and strategies and how quickly they can
respond. Specifically, larger organizations will find it hard to
quickly respond holistically to this need and may find it easier
to create smaller omni-experience DX spin-offs and innovation
initiatives to meet the challenge in an agile way. IT budgets
are now shifting to line of business (LoB) and many innovation
efforts are being driven by LoB adopting disruptive and third
platform technologies. These efforts, despite presenting op-
portunities for the organization, can lead into premature and
siloed projects that are unable to accommodate the enter-
prise needs, or that fail to achieve scalable business outcomes.
This is because organizations’success is not dependent on
a single business unit efforts. Success – particularly in the
context of DX – requires businesses to take an outside-in
perspective and align DX initiatives across departments and
stakeholders, and the entire business ecosystem. Organiza-
tions need to ensure that all the relevant constituents are
aligned toward the same goal. Alignment cannot be achieved
unless all the relevant stakeholders (e.g., CEO, CMO and CIO)
have the right visibility into each other’s priorities, and shared
goals and metrics.
DX efforts, like Omni-Experience, require collaboration across
the organization. Organizational siloes and resistance to
change are common hurdles. In fact, as organizations progress
they will often find that moving from being siloed, change-re-
sistant and inwardly-focused, to becoming cross-functionally
integrated and customer-focused is extremely challenging. In
fact, IDC believes that by 2018, 70% of siloed digital transfor-
mation initiatives will ultimately fail due to insufficient collabo-
ration, integration, sourcing, or project management.

15. CRITICAL_SUCCESS FACTORS:
THRIVING IN OMNI-EXPERIENCE_DX
IDC predicts that by 2019, the top 20% of industry leaders
will develop the ability to allow customers to build cus-
tom product and service bundles that give the customer
direct control over the experience.
As we march towards the future of omni experience, firms
need to think of their organization as the core of a self-learn-
ing ecosystem, augmented and fueled by interactions
amongst key constituents, who are aligned by a common
Each key stakeholder on the leadership team needs to own and drive specific agenda’s and actions, but
the key in the omni experience drive is to work these together as a joint agenda.
Bring C-Level Agenda’s Together is Key for Omni-Experience Success
vision. Supported by a core technology platform, which
enables real-time information sharing, aligned KPIs and
incentives, each constituent should gain visibility into the rest
of the ecosystem so that they can detect, sense, decide and
act independently in accordance to their context and goals.
These independent actions will be redirected back into the
ecosystem, resulting in a virtuous feedback loop, allowing the
ecosystem to scale up and out, taking on a life of its own.
ACTIONS CEO CMO CIO
DO • Make your customer’s behavior and
preferences your organization’s top
omni DX challenge and link it to your
overall DX strategy
• Starting in the C-Suite develop
a hunger for driving disruptive
ecosystem experiences by setting up
the capabilities and processes that
will enable it
• Create a culture of innovation that
allows all employees to detect what
type of change is essential and
to respond quickly with concrete
initiatives to engage and deliver
value to customers through omni
experiences
• Establish organizational KPIs that
track and measure that value and
align rewards and incentives for all
members of the ecosystem
• Take the lead in driving the vision for
excellence in customer experience
• Create a clear roadmap for change
with recognizable success along the
way
• Collaborate with customers and
partners outside of your normal
ecosystem to co-create experiences.
• Do put in place a programme that
will empower your organization
to embrace data and technology
capabilities
• Create a clear data strategy that
aligns across the organization
• Develop an adaptive architecture
that fluidly scales and adapts to
omni-experience foundational
requirements.
• Create adaptive services to support
the creation of digital experiences
that persist and resonate inside and
outside the enterprise.
• Effectively manage data privacy,
security, and accuracy.
• Ensure key enterprise applications
are well integrated and customer
views allow for fast-tracking and
customization of consistent and
personalized experiences.
• Invest in collaboration/communities,
these investments will help breaking
down organizational/cultural silos.
DON’T • Don’t disregard the impact of digital
technology on your customer’s
behavior and preferences
• Don’t pass new solutions from
functional area to functional area
through endless validation loops. You
no longer have the luxury to manage
the decline of your core business and
develop long-term strategic plans to
fend off disruptors.
• Don’t try mimic the ecosystem
experiences of your customers but
make omni DX applicable to your
business
• Don’t exclude other parts of the
organization, sales, product design,
supply chain, IT, from collaborating in
creating the vision.
• Don’t make the roadmap for change
never ending. Create time limited
pilots.
• Don’t exclude long term valued
partners, they know your business.
• Don’t rely on new hires only to
drive transformation, recognise and
develop internal skill sets.
• Don’t ignore data governance,
privacy and security are vital to
manage for omni experience, partner
with your CIO to drive this through
the organization.
• Don’t exclude other parts of the
organization. Omni-Experience DX
it is an enterprise-wide strategy that
requires LOB leaders and IT buyers to
work together on common business
goals.
• Don’t forget cultural change.
Introduce change management
techniques and incorporate them
into the fabric of the enterprise.
• Don’t think in terms of“2 speed
IT”approaches. IT needs to bring
together new digital capabilities and
legacy systems/processes to
scale DX.
• Don’t rely on your existing skills,
seek help from trusted partners to
develop the right IT architecture
• Don’t think in terms of the old linear-
based KPI metrics. New metrics are
required to track the success of your
DX projects.

16. WHAT_ARE_THE_NEXT_STEPS?
Assess the level of capability and maturity in each of the four
dimensions of omni-experience DX:
• Ecosystem experience
• Continuous innovation orientation
• Platform service delivery
• Omni-dimensional marketing
Develop an omni-experience plan that accounts for every
element of the ecosystem and ensures that every internal
S_HIFT is the partnership between Ogilvy Mather Asia Pacific and DHR International with independent digital transformation insights being supplied by IDC
Asia Pacific. Bringing expertise in customer insight and brand (Ogilvy) and talent transformation (DHR), the objective of S_HIFT with the assistance of IDC’s tech-
nology industry expertise is to help businesses tackle a holistic approach to digital transformation. S_HIFT research papers and executive briefings are designed to
help the C-suite clarify and simplify in a world of digital disruption. And its bespoke consulting offering helps to unify the boardroom through structured assess-
ments and tools, which ultimately help organizations plan, implement, and deliver short, medium, and long term strategic growth.
For more information and to learn , visit https://www.shiftdx.com, or follow S_HIFT on Twitter at @S_HIFTdx.
stakeholder understands the importance of amplifying the
experience internally and externally.
Develop a business case which paints a clear picture of success
aligns the organization to the need for and outcomes from
investment.
Design and test a variety of digital ecosystem experiences and
measure business performance improvements, keeping in mind
that many digital tests won’t achieve expected results without a
full commitment.