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The Era of Living Services: RILA 2017 Leadership Forum

The retail industry is in a state of disruption. Successful retailers are behaving differently. Rather than adding new ways of working on a 20th century business, they are redesigning their business to place 21st century values and practices into the very fabric of who they are. They are creating a Living Business -- A business that recognizes that technology alone isn’t enough to drive sustainable transformation.

People - Living Businesses put people at the heart of their organization and consider their needs, pains and delights at every stage of transformation.

Design - Design provides a common language across disciplines. It enables collaboration and breaks down silos.

This session brought these ideas to life through a combination of proprietary research, concrete examples, and practical next steps.

Visit www.accenture.com/rila to learn more.

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The Era of Living Services: RILA 2017 Leadership Forum

  1. 1. THE ERA OF LIVING SERVICES RILA – NAPLES JANUARY 2017
  2. 2. LIVING SERVICES ARE THE RESULT OF TWO FORCES
  3. 3. LIVING SERVICES ARE THE RESULT OF TWO FORCES THE DIGITIZATION OF EVERYTHING LIQUID EXPECTATIONS
  4. 4. CUSTOMER EXPECTATIONS ARE LIQUID AND TRANSCEND TRADITIONAL BOUNDARIES DIRECT COMPETITORS SERVICES THAT DIRECTLY COMPETE WITH YOURS
  5. 5. CUSTOMER EXPECTATIONS ARE LIQUID AND TRANSCEND TRADITIONAL BOUNDARIES EXPERIENTAL COMPETITORS SERVICES THAT (PARTIALLY) REPLACE THE NEED FOR YOURS DIRECT COMPETITORS
  6. 6. CUSTOMER EXPECTATIONS ARE LIQUID AND TRANSCEND TRADITIONAL BOUNDARIES DIRECT COMPETITORS EXPERIENTAL COMPETITORS PERCEPTUAL COMPETITORS SERVICES THAT CHANGE CUSTOMER EXPECTATIONS – AND RAISE THEM FOR YOURS
  7. 7. WE’VE COME A LONG WAY 1990s WEB & INTERNET 2000s MOBILITY 2010s LIVING SERVICES
  8. 8. •THEY ARE TAILORED AND LIVE AROUND THE INDIVIDUAL – FLEX TO MEET EACH PERSON’S NEEDS AND PREFERENCES • THEY EVOLVE: THEY CONSTANTLY LEARN MORE ABOUT OUR NEEDS, INTENTS, PREFERENCES, AND CHANGE IN REAL TIME • THEY ARE VERY PROXIMATE TO US IN THE ENVIRONMENT – THINK WEARABLES AND NEARABLES LIVING?
  9. 9. •GROWTH OF CONNECTED DEVICES •SENSORS •NETWORK CONNECTIVITY •THE CLOUD •BIG DATA •EVOLUTION OF UI •CONSUMER EXPECTATIONS WHY NOW?
  10. 10. HOW WILL LIVING SERVICES CHANGE OUR LIVES? SIMPLIFY
 Automate decisions and actions, and reduce friction DISRUPT
 Enable radical change – from reactive to proactive, from population-based to personal, from utility to beloved service LEARNING 
 from what we do, powered by data and analytics ENVIRONMENTS 
 not industries
  11. 11. OUR HOMES OUR BODIES OUR SHOPPINGOUR WORK OUR WORK OUR EDUCATION OUR EDUCATION OUR FINANCESOUR FAMILIES OUR FAMILIES OUR TRANSPORT OUR TRANSPORT
  12. 12. A BRAVE NEW WORLD FOR BRANDS AND
 RETAILERS?
  13. 13. THE DUNBAR NUMBER VERY FEW BRANDS I LOVE AND ENGAGE WITH OFTEN BRANDS I DON’T LOVE BUT ENGAGE WITH OFTEN BRANDS I LOVE AND DON’T OFTEN ENGAGE WITH BRANDS I DON’T LOVE AND DON’T OFTEN ENGAGE WITH MANY MORE LIMITED BY BANDWIDTH OF AFFECTION MORE LIMITED BY THROUGHOUT THE DAY
  14. 14. BUT THE DUNBAR MAP IS DIFFERENT FOR EACH PERSON SO… PREPARE TO ATOMISE
  15. 15. • PROVIDE JUST THE RIGHT SERVICES ON CUE • BUILD AWARE PLATFORMS • A WORLD OF BRAND PLUGS AND SOCKETS • BRANDS LET GO OF CONTROL – EMBRACE CO-PRODUCTION • DIGITAL TREATIES AND ALLIANCES • OPERATE ACROSS ORGANIZATIONAL BOUNDARIES 
 – INTERNAL AND EXTERNAL • UNDERSTAND THE LIMITS OF YOUR REACH AND TRUST • LIVING BRANDS – THROUGH RELATIONSHIPS …TO MAKE YOUR BRAND FEEL ALIVE
  16. 16. BECOMING A LIVING BRAND WHAT KIND OF RELATIONSHIP? {number of interactions x quality of interactions} UTILITY BRAND Something to use Interactions on occasion LEVELOFCONTROL FREQUENCY OF INTERACTIONS AUDIENCE BRAND Something to say Occasional interactions EXPERIENCE BRAND Something to do Continuous interactions, brands are part of users’ daily lives. RELATIONSHIP BRAND Something to relate to Brands that transform users’ daily lives. CONTROLLEDBYTHE BRAND CONTROLLEDBYTHE USERS
  17. 17. BECOMING A LIVING BRAND WHAT KIND OF ROLE? The brand keeps delivering its service with no visible partnerships The brand filters and selects partners to deliver a curated experience The brand experiences are accessible through third party platforms The brand aggregates third parties and delivers a holistic experience STANDALONE CURATOR PARTNER PLATFORM
  18. 18. BECOMING A LIVING BRAND WHERE & WHEN? Gestures, voice interactions, AI… The days of point and click are gone NEW INTERACTIONS With new contexts 
 for interactions there 
 will be new engagement opportunities for smart brands NEW CONTEXTS You don’t control the experience anymore. Clients decide when and where to interact with brands NEW TOUCH-POINTS How are you going to be available anytime, anywhere? How is your tone of voice 
 going to sound? Will you have a signature gesture? How will you be ready to engage clients in new 
 contexts and needs?
  19. 19. BUT THIS IS NOT ENOUGH
  20. 20. I T ’ S N O L O N G E R E N O U G H T O C R E A T E S O M E T H I N G T H A T P E O P L E L I K E Y O U M U S T B U I L D E X P E R I E N C E S T H A T 
 P E O P L E L O V E
  21. 21. B U T L O V E I S C O M P L E X H O W D O Y O U D E F I N E L O V E F O R A B R A N D E X P E R I E N C E ?
  22. 22. 1 W H AT M A K E S P E O P L E LOV E 
 A B R A N D E X P E R I E N C E ? 2 … A N D W H AT S U S TA I N S 
 T H AT LOV E ?
  23. 23. TO FIND OUT, WE EMBARKED ON A TWO-YEAR RESEARCH STUDY WE STARTED WITH QUALITATIVE ETHNOGRAPHIC STUDIES ACROSS: 3 COUNTRIES US, UK AND BRAZIL
 4 INDUSTRIES RETAIL, HOSPITALITY, AUTOMOTIVE, AND BANKING
 6 BRANDS 
 PER INDUSTRY USING ADVANCED STATISTICAL TECHNIQUES, WE CREATED 
 AN ALGORITHM EXPLAINING PEOPLE’S FEELINGS TOWARD BRAND EXPERIENCES WE THEN CONDUCTED QUANTITATIVE GLOBAL SURVEYS OF 27,000 RESPONDENTS
  24. 24. THE RESEARCH REVEALED 5 DIMENSIONS 
 FOR MEASURING CUSTOMERS' FEELINGS TOWARD A BRAND EXPERIENCE F FUN Holds people’s attention in an entertaining way R RELEVANT Provides clear and customized information E ENGAGING Identifies with individual needs and wants S SOCIAL Connects people with each other H HELPFUL Is efficient, easy and adapts over time
  25. 25. O V E R A L L B R A N D A F F I N I T Y I S B U I L T C U M U L A T I V E L Y B A S E D O N H O W C O N S U M E R S R A T E I N D I V I D U A L E X P E R I E N C E M O M E N T S A C R O S S T H E F R E S H D I M E N S I O N S
  26. 26. T H E L O V E I N D E X P R O V I D E S A R E L I A B L E A N D R E P E A T A B L E E X P E R I E N C E - M E A S U R I N G S Y S T E M T H E D I M E N S I O N S A P P L Y T O A L L B R A N D S , P H Y S I C A L O R D I G I T A L
  27. 27. THERE WERE 4 KEY FINDINGS FROM THE STUDY Each industry has a unique FRESH shape consistent across every market. Five experience leaders set the pace for brand engagement across industries in the U.S. Digital-only brands outperform traditional. Brands have considerable scope for differentiation across one or more dimensions; The Love Index shows where. 1 2 3 4
  28. 28. 1. THE SHAPE OF INDUSTRY Regardless of geography, 
 each industry, comprised of six prescribed brands, has its own distinct shape reflecting the dimensions people care about most. But these brands and industry shapes are traditional – crafted by decades of experiences with products and services. As experience leaders change user expectations, brands will need to “stretch” one or more dimensions to differentiate. Their scores will rise and create a new shape altogether - for themselves and potentially their entire industry. In an era of disruption, existing brands and start-ups will continue to bring imaginative technologies, services and experiences to market. The driving force behind this momentum is the shape of opportunity.
  29. 29. 2. DIGITAL BRANDS OUTPERFORM TRADITIONAL Digital giants – such as Google, Fitbit, Amazon, and Netflix – outperformed traditional brands in the three markets we studied. These findings demonstrate the embedded role technology plays in our lives. To remain relevant, traditional brands must focus on building design-led, user-centric and adaptive products, services and experiences.
  30. 30. 3. BRANDS HAVE CONSIDERABLE SCOPE FOR DIFFERENTIATION By plotting all of the brands within the industry on a graph, we can assess how they perform across the FRESH dimensions, relative to each other. By visualizing the scores, it becomes clear which dimensions certain industry players are outperforming others, whilst highlighting the areas for improvement. 10 8 6 4 Brand A Brand B Brand C Brand D Experience leaders
  31. 31. 4. EXPERIENCE LEADERS SET 
 THE PACE FOR OTHER BRANDS THE FOLLOWING COMPANIES GARNER THE MOST BRAND LOVE FOR ONE OR MORE DIMENSION: Fun Relevant Engaging Social Helpful Experience leaders are high-scoring top of mind brands that set the 
 experience expectations on specific dimensions. These top of mind 
 brands are those that consumers recall as their most loved brands, 
 without any direction from TLI team. Experience leaders have the power to affect how traditional brands might 
 choose to innovate and differentiate themselves according to FRESH, 
 and how emerging start-ups might aim to further disrupt business and society.
  32. 32. NOW, LET’S SEE HOW 5 RETAILERS SCORE ON THE 5 DIMENSIONS…
  33. 33. The distinct shape of the retail industry reveals brands focus on making their experience Helpful, Relevant and Engaging. US RETAIL MARKET Lower scores on the Fun and Social dimensions are surprising, considering how so many people turn to ”retail therapy” to lift their spirits, or use shopping as a way to socialize with family and friends. There’s an opportunity here for new, or existing players, to boost investments in Fun and Social experiences, as a method for gaining a competitive advantage over fellow industry players. 10 8 6 4 FUN RELEVANT ENGAGINGSOCIAL HELPFUL Walmart Target Nordstrom Best Buy Whole Walmart Best Buy Target Whole Foods Nordstrom
  34. 34. The performance of the retail disruptor, Amazon, demonstrates all retail brands have work to do beyond the Fun and Social dimensions. US RETAIL MARKET Traditional players are lagging behind 
 Amazon most considerably on the Fun, Helpful and Relevant dimensions. The difference in the latter 2 dimensions is likely to be driven by Amazon’s large assortment of items, ratings, reviews and personalized suggestions for companion items. Amazon scores equally unimpressively on the Social dimension, further demonstrating the opportunity for an existing or new player to invest in this area as a method for increasing love. Walmart Best Buy Target Whole Foods Nordstrom Amazon 10 8 6 4 FUN RELEVANT ENGAGINGSOCIAL HELPFUL
  35. 35. The significant differences in performance between the experience leaders, and the retailers highlights clear areas for improvement if retailers are to meet their customer’s liquid expectations. US RETAIL MARKET Consistent with previous analysis, 
 the Social dimension is a big area for improvement, along with Fun. 
 How could retailers integrate our social networks into the shopping experience, 
 to make discovery more personal? 
 How can retailers bring back the fun of shopping, utilizing new technology? Walmart Best Buy Target Whole Foods Nordstrom Amazon 10 8 6 4 FUN RELEVANT ENGAGINGSOCIAL HELPFUL Experience leaders
  36. 36. WE CAN ALSO SEE HOW IMPROVEMENTS IN THE 5 DIMENSIONS CAN IMPACT THE NET PROMOTER SCORE STEP 1 MEASURE BRAND’S SCORES ON FRESH DIMENSIONS STEP 2 CHOOSE A DIMENSION(S) TO IMPROVE AND THE REQUIRED PIN-POINT ACTIONS STEP 4 TRACK IMPACT ON NPS STEP 3 RE-MEASURE IMPACT 
 ON FRESH SCORE Fun = 5.5 Relevant = 6.7 Engaging = 6.4 Social = 5.6 Relevant = 6.7 Design, iterate and update the brand’s experience to make it more Fun. This could include: • Making the experience more entertaining • Designing a more immersive experience, that makes the user lose track of time Fun = 7.5 (+36%) A 2 point increase in 
 Fun will lead to a +0.3 increase in NPS
  37. 37. • Gen Z and younger Millennials are seeking ease and efficiency. • Monthly curated subscription programs – particularly for Fashion (77% of both groups), Health and Beauty (56% Gen Z and 63% Young Millennials). • Automatic replenishment programs - substantially more indicated that they would shift more than half their purchases to a trusted retailer offering the service. • Gen Z shoppers are the most excited by voice activated ordering - they can’t wait to use this technology for fashion, consumer electronics and health and beauty items. LASTLY… LIQUID EXPECTATIONS ARE VERY REAL
  38. 38. T H A N K Y O U A C C E N T U R E J i l l S t a n d i s h jill.standish@accenture.com @ j p u l e r i F J O R D M a r k C u r t i s mark.curtis@fjordnet.com @ f j o r d m a r k

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