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1、From insights to action,the path to extraordinary value starts here.The next billion consumersA fast-growing opportunity for digital commerceWill your brand win their hearts,minds and wallets?A new generation of digital consumers will emerge in eight countries over the next 10 years.2The next billio

2、n consumers:A fast-growing opportunity for digital commerceYour newbest customersare ahead of youMore than one billion digitally astute consumers will enter the market over the next decade in eight rapidly growing countries:Bangladesh,Egypt,Ethiopia,India,Indonesia,Kenya,Nigeria and the Philippines.

3、3The next billion consumers:A fast-growing opportunity for digital commerceThese consumers could become your customers.Right now,theres little to no digital competition for their business among most consumer-facing companies.Some 40%of the worlds 50 largest consumer companies have no presence there.

4、Just 22%are present in more than two.None operate in all eight.1 However,there are considerable challenges to attracting and keeping these consumers.Operational risks are relatively high,even for traditional commerce channels.Digital commerce introduces additional issues;for example,last-mile delive

5、ry remains particularly difficult.The fact that existing digital consumers expect purchases to flow in rhythm with their lives presents a high bar.According to recent Accenture research,companies digital investments in these areas to date are already falling short of consumers expectations.Trends sh

6、ow that most businesses will not be ready to satisfy them.But these markets can open a path to growth for companies that act fast.This report examines these emerging consumers in more detail,as well as the challenges to serving them.We also identify four drivers of success;focusing on developing the

7、m can help companies deliver highly differentiated,deeply digital experiences to win these consumers hearts,minds and wallets.4The next billion consumers:A fast-growing opportunity for digital commerceWe identified this emerging group of individuals during our research on growing markets,specificall

8、y 92 countries across Sub-Saharan Africa,the Middle East and North Africa,and the Asia Pacific region.Who are theseconsumers?5The next billion consumers:A fast-growing opportunity for digital commerceIn these eight countries,digital commerce revenues have quadrupled since 2017equating to$211 billion

9、 in 2022.Assessing the relative digital maturity and digital commerce potential in these countries,we homed in on 22 of them.Then,we used the same criteria to pinpoint countries with high digital commerce growth potential with an emerging young population.This narrowed it down to Bangladesh,Egypt,Et

10、hiopia,India,Indonesia,Kenya,Nigeria and the Philippines.(See Figure 1.)And younger people are already either shoppers or influencers themselves.Gen Zers(the oldest digital natives,born between 1997 and 2012)and older Gen Alphas(born between 2013 and 2017)represent more than one third(36%)of the pop

11、ulation overall.2,3 Thats almost a billion individuals.6The next billion consumers:A fast-growing opportunity for digital commerceFigure 1:Eight countries with an emerging young population exhibit stronger digital maturity than the restSources:Statista Global Survey,2022,Accenture Research analysis

12、based on GDP data derived from Oxford Economics.4,63025 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 663540455055606570758085Overall Digital Velocity Score*Digital Velocity Score:See About the reseach for calculationsThailand

13、VietnamIran,Islamic Rep.IndiaIndonesiaBangladeshEgyptPhilippinesSouth AfricaPakistanGhanaIraqCote dIvoireTanzaniaAngolaKenyaEthiopiaNigeriaMoroccoMalaysiaSri LankaMyanmar Eight countries showing strong digital maturityGen Z and Gen Alpha(%of population)Age groups:04(Gen Alpha,lower age group),59(Gen

14、 Alpha,upper age group),1024 years old(Gen Z)3025 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 663540455055606570758085Overall Digital Velocity Score*Digital Velocity Score:See About the reseach for calculationsGen Z and Gen

15、Alpha(%of population)Age groups:04(Gen Alpha,lower age group),59(Gen Alpha,upper age group),1024 years old(Gen Z)ThailandVietnamIran,Islamic Rep.IndiaIndonesiaBangladeshEgyptPhilippinesSouth AfricaSub-Saharan AfricaSouth AsiaMiddle EastSoutheast AsiaPakistanGhanaIraqCote dIvoireTanzaniaAngolaKenyaEt

16、hiopiaNigeriaMoroccoMalaysiaSri LankaMyanmar Size of bubble:GDP absolute growth in USD mn in 202220277The next billion consumers:A fast-growing opportunity for digital commerceConsider too,across the eight countries we studied,98%of Gen Zers with internet access are active social media users who spe

17、nd an average of four hours and 14 minutes online on their smartphones every day,over an hour more than other generations.4,5Our survey of age generations in these countries,combined with modeling analysis,identified four consumer segments based on shopping preferences and age groups.These segments

18、represent about 1.4 billion digitally astute and influential consumers who will enter the market over the next decade.1.36billion people(55%of the population in 2022)Silent Gen17%414.415%361.72%46.918%450.720%496.610%261.06%149.9122.5Millennials151.9Gen Zers+UpperGen Alphas87.3Lower GenAlphas12%284.

19、4Baby BoomersGen XersDigitallyInactiveDigital SavvyMillennialsDigital NativePurchasersDigital NativeContent CreatorsDigital AlphaInfluencersFigure 2:Almost 1.4 billion digitally astute and influential consumers will enter these eight markets over the next decadeGenerational breakdown of countries in

20、 scope over the next decade(millions&%in population)Source:Accenture ResearchWe call them:Digital Native Purchasers,Digital Savvy Millennials,Digital Native Content Creators and Digital Alpha Influencers.(See Figure 2.)The About the research section of this report offers more details about our metho

21、dology.8The next billion consumers:A fast-growing opportunity for digital commerceDigital native purchasers They are mostly Gen Zers and older Gen Alphas who will be between 15 and 34 years old in 10 years.Consumer profile 19The next billion consumers:A fast-growing opportunity for digital commerceZ

22、awadi,23,is a classic Digital Native Purchaser.She lives in Kenya,works in the IT industry and has a steady income.A fashionista,shes always browsing online for trendy clothes and loves checking out brands on Instagram before buying from them.She says she reads“a ton”of customer reviews before makin

23、g a purchase to confirm that a products quality is good and that sizing is accurate.When she orders online,she wants to be able to track delivery at each touch point and appreciates brands that provide same-day delivery.buy items,such as clothing,bags,shoes,watches and accessoriesfind online custome

24、r reviews very helpful.571%74%Almost all of this group shop online and customer experience matters a lot to them.10The next billion consumers:A fast-growing opportunity for digital commerceDigital native content creators They are the same age as Digital Native Purchasers,but currently dont make onli

25、ne purchases and we dont expect them to because theyre more focused on savings.Consumer profile 211The next billion consumers:A fast-growing opportunity for digital commerceThese individuals review products and services online,and their offline shopping choices are influenced by reviews posted on so

26、cial media;more than 72%are swayed by lots of“likes”or“good comments.”of Gen Zers interact with brands through social media and websites,even if they dont buy from them.5Amitava,19,is from Bangladesh.He is studying online to become a teacher and is intent on saving money to support his education.He

27、doesnt shop online,but in his free time,he loves to review products and brands live on Twitch streams,or share videos about them with all his social contacts.He often scrolls through social media and posts daily on Instagram,Facebook,Twitter and TikTok.He built up a significant following in just a f

28、ew years and created a Discord community for his contacts,so they can all interact with each other any time.12The next billion consumers:A fast-growing opportunity for digital commerceDigital savvy millennialsThese individuals arent digital natives and will be between 35 and 44 years old over the ne

29、xt decade.Consumer profile 3But they have increased their digital intelligence over time through frequent use of digital services.Since 2018,the number of millennials who mostly or always shopped online has nearly tripled and their use of social media has almost doubled.5 13The next billion consumer

30、s:A fast-growing opportunity for digital commerceAngelo,36,lives in the Philippines.He is a banker with more than 10 years experience in the financial services industry.Angelo has been working from home since the COVID-19 pandemic increased workplace flexibility.He lives alone and is a bit of a work

31、aholic.He doesnt have time to go shopping and prefers to order everything onlinefrom food to electronics,all the way down to his socks.He is accustomed to convenience at his fingertips and doesnt mind waiting for an order,so long as its delivered directly to his door.If theres free delivery,thats a

32、bonus.14The next billion consumers:A fast-growing opportunity for digital commerceDigital alpha influencers These individuals are younger Gen Alphas.In the next 10 years,theyll still be too young to be active digital buyers(15 years).However,they already influence their parents digital commerce purc

33、hases.Consumer profile 415The next billion consumers:A fast-growing opportunity for digital commerceVirat,12,lives with his parents in India.He loves gamingas soon as he gets home from school,he turns on the PlayStation.He really wants to be a game developer when he is older.His parents are still pr

34、etty old-school and think that technology is too complicated.But even though “they dont get it,”they still buy him the electronic gadgets that hes interested in and subscribe to streaming sites like Netflix because“nobody watches TV anymore,its all online now.”He has started showing his dad how tech

35、nology can make their lives easierlike ordering food online.of parents say their children influence their purchases.say their children introduced them to new technology or apps.5In the eight countries we studied,16The next billion consumers:A fast-growing opportunity for digital commerceChallenges t

36、ogrowing digital commercein these markets 17The next billion consumers:A fast-growing opportunity for digital commerceThe challenges to serving these high-potential digital consumers run the gamut,from basic operational difficulties to consumer expectations that are rising faster than companies can

37、manage.The good news is that existing digital technologies are already mitigating many operational issues.And consumer expectations are in many ways no different from what companies are experiencing in other markets they serve.According to the Fitch Country Risk Index of 205 markets across the world

38、,our eight target markets are riskier compared to the global average.The Index benchmarks operational risks based on four main categories:Labor Market,Trade and Investment,Logistics,and Crime and Security.3(See Figure 3.)Figure 3:The risky(albeit improving)operational environment has left our target

39、 markets less attractive to business investmentsFitch Country Risk Index ScoresCountry Group average index scores on a scale 0100(100=the lower risk,0=highest risk)Top 25GlobalTarget markets Country riskTop 25GlobalTarget markets Score change:20142022Operational riskCrime andsecurity riskLabor marke

40、t riskLogistics riskTrade andinvestment riskLong term economicgrowth risk7776222411043617210111949467949387050478148547550455749655453Score change:2014202218The next billion consumers:A fast-growing opportunity for digital commerceCompanies in these countries must also contend with several operation

41、al hurdles.Poor roads and infrastructure complicate fulfillment and last-mile delivery.Limited access to finance and payments poses another challenge,particularly in some of the poorer countries in the group.Creating consumer awareness about a product or service is also difficult.Traditionally,compa

42、nies entering these markets have had to put up billboards or randomly distribute flyers to get consumers attention.They havent been able to market to targeted groups of people.19The next billion consumers:A fast-growing opportunity for digital commerceOfferings existthese challengesto address20The n

43、ext billion consumers:A fast-growing opportunity for digital commerceA growing number of providers are addressing these issues.Crowdsourcing delivery and Q-commerce services,for example,can facilitate fulfillment and reduce shipping costs.They also offer consumers greater flexibility.Uber Eats,Zomat

44、o and foodpanda let their customers schedule deliveries based on their availability and track their orders in real time.Our study shows that speed of delivery is important to digitally astute consumers.Additionally,73%are influenced by convenient delivery options and 79%by free delivery options.5The

45、re are also payment providers,such as Zest,Kredivo,Atome and Simpl,that offer an interest-free service called Buy Now Pay Later(BNPL).Tech-savvy but cash-strapped consumers with no access to credit are embracing the freedom that BNPL offers.In fact,BNPL payments across our target markets are expecte

46、d to grow on average by 112.3%every year to reach over$14.3 billion in 2022.79 This can reduce companies risk by putting the burden on payment providers business models.Some companies that collaborate with BNPL providers are also seeing increased sale conversions,better customer experiences and impr

47、oved customer lifetime value.Meanwhile,social commerce globally is providing an increasingly attractive way to reach massive markets directly at low cost.Our study shows that more than half of digitally astute consumers prefer shopping on social media apps to other purchasing platforms.Independent b

48、eauty brand Glow Recipe joined TikToks shopping program in April 2021 and now 90%of its traffic is first-time buyers.The brand first made the headlines when its sales surged 600%after being featured in a TikTok video by an influencer with over seven million followers.10 Social commerce can also lay

49、the groundwork for repeat purchases,with 63%of the social commerce shoppers we surveyed saying they are more likely to buy from the same seller again.11 21The next billion consumers:A fast-growing opportunity for digital commerce21The consumerexpectationschallengeCurrent consumers already take advan

50、tage of digital services when considering or making a purchase.22The next billion consumers:A fast-growing opportunity for digital commerceWhen we surveyed more than 3,000 consumers in these eight markets,we found that:use online channels such as search engines,social networks and videos to research

51、 products or services before purchasing.are influenced by lots of “likes”or“good comments”on social media when deciding whether to buy something online.use online payment methods.said that easy return policies are an important factor that influences their online purchasing decisions.23The next billi

52、on consumers:A fast-growing opportunity for digital commerceHowever,when we looked at about 112,000 social media comments related to consumer experiences in these markets,the negatives far outnumbered the positives.Fifty-two percent rated their overall experience as negative.(See Figure 4.)The resul

53、ts indicate that current consumers are often left frustrated by the digital services they receive,in contrast to what businesses perceive they provide.Figure 4:Consumer sentiments across the buyer journey12While businesses are satisfied with the digital services they provide,consumers feel different

54、ly.Consumers rated their digital experiences as increasingly dissatisfying,especially as they progressed in the buyer journey.NegativePositiveBuyer journeySentiment0%20%40%60%80%100%OverallUsePurchaseConsider andevaluateDiscover52643662384555356548 112,200 consumer sentiments 154 companies from the

55、retail,CPG,banking and telecommunication industries across our eight target countries In the graph,the positives include neutral sentiments Analysis coverage:24The next billion consumers:A fast-growing opportunity for digital commercein India and Chinafirst-moveradvantageCompaniesare going forChines

56、e and Indian investors recognize the attractiveness of these markets and are aiming to secure brand loyalty there through first-mover advantage.25The next billion consumers:A fast-growing opportunity for digital commerce25China and India have increased their digital investments in these markets by 2

57、5%and 15%,respectively,since 2016.1commerce logistics solutions provider can help Paperfly fast-track its vision of capturing a lions share of the growing digital commerce industry in Bangladesh.14 In Kenya,Standard Chartered is set to enter the local digital commerce business through Solv,a technol

58、ogy firm it first launched in India in December 2020.15As Liu Bin,general manager of Hisense Middle East and Africa,has said:“The African digital commerce market is growing rapidly,and we should seize the opportunity to bring valuable Chinese products to African consumers.”16In 2018,Alibaba acquired

59、 Daraz Group,one of the leading digital commerce companies in Bangladesh.Daraz announced in June 2020 it would invest$59 million in the country by 2021 to improve the companys digital commerce logistics infrastructure,including its warehouse and sorting center.13 Paperfly and Ecom Express have also

60、joined forces.In 2021,Paperfly,the largest home-delivery service network in Bangladesh,announced a majority investment of close to$13 million by Ecom Express.This investment by Indias leading technology-enabled,end-to-end digital 26The next billion consumers:A fast-growing opportunity for digital co

61、mmerceFour driversof success27The next billion consumers:A fast-growing opportunity for digital commerceDigital commerce has created new ways for people to buy and sell,and the number of commerce channels will continue to grow alongside the rapid evolution of the metaverse.To reach consumers where t

62、hey are,companies must make shopping easy and engaging through integrated,cross-channel experiences.Theyll need data insights,technology and partnerships to power continuous improvement and create winning new offerings.Weve identified four drivers that can ground companies efforts.Focusing on these

63、elements can help business leaders accelerate the kind of enterprise transformation needed to keep up with(and exceed)consumer expectationswhile scaling to serve emerging consumer segments in new and fast-growing markets.28The next billion consumers:A fast-growing opportunity for digital commerceTo

64、create a consistent experience across their digital commerce ecosystem,companies should prioritize channels by category,brand and geography.Digital commerce plays an integral part in brand and category planning,and the brand experience must be consistent across every relevant channel.Continuous inno

65、vation,fueled by rich data insights from these channels,is also key to refining messaging,presence and product.Digital brandA clearly articulated role for digital commerce in brand and growth strategies 29The next billion consumers:A fast-growing opportunity for digital commerceAsk:How is digital us

66、ed to create,deliver and manage brand experiences across our channels and teams?Starbucks continues to adopt digital technologies to capture customer insights that shape how it balances local-market preferences with the need to deliver a consistent brand experience across channels.17 The company has

67、 found that one way to meet local needs is through social media marketing campaigns that encourage customers to share content.18 In August and September 2012 (a traditionally quiet period for coffee sales),Starbucks ran a campaign on WeChat,one of the most popular social media platforms in China.Sta

68、rbucks asked its fans about their mood and they could respond with any of WeChats 26 emoticons.Starbucks would then reply with a song that corresponded to a fans mood.A total of 130,000 users joined the campaign,sharing 238,000 emoticon messages.At the same time,the company saw a 9%increase in fans

69、on its Sina Weibo page,demonstrating the interconnected nature of social media platforms in China.19 Starbucks also has individual conversations with customers through WeChat.When users begin following Starbucks WeChat page,the company asks how it can help them.Customers respond with an emoticon or

70、specific questions.WeChat functions as a direct messaging channel about products,promotions and store locations.Every data point from conversations is considered,trends are spotted and product and service strategies tweaked accordingly,faster than ever before on the local and global stage.30The next

71、 billion consumers:A fast-growing opportunity for digital commerceThe data a company collects across multiple consumer touch points must be integrated to create holistic customer profiles.To better understand a customers unique needs and wants in the context of their life,a company might collect a v

72、ariety of different data across first-and third-party sources like CRM systems,email,social media activities,transactional systems and websites(including forms,cookies and digital commerce behavior).Digital brainA secure data foundation and analytics enabled by cloud31The next billion consumers:A fa

73、st-growing opportunity for digital commerceShiseido,a skincare and beauty company in Asia,is a good example of this driver in practice.The company partnered with Accenture to create a joint venture called Shiseido Interactive Beauty.The goal is to transform Shiseido into a personal beauty and wellne

74、ss company by 2030 by using data analysis,AI,automation,service design and digital marketing to provide a customized customer experience.The joint venture focuses on data-driven CRM enhancement,e-commerce,cloud and talent development.The plan is to expand IT functions and rebuild a flexible system i

75、nfrastructure in the cloud,streamline marketing investments through customer analysis and accumulate customer histories into one database for personalized services.20Cloud technologies create a highly automated data foundation that can secure all critical data assets and data management.Taken togeth

76、er,these data sets produce 360-degree customer profiles that companies can use to foster loyalty and improve retention,while continuing to enhance customer intelligence.These profiles support new levels of agility across all digital channels and marketing campaigns,driving operational efficiency thr

77、ough predictive analytics and enhanced customer intelligence.Company executives can activate customer-centric campaigns quickly and efficiently and provide personalized experiences in real time.Cloud-based data and analytics also provide a highly secure environment for data gathering,storage and use

78、.Ask:How are digital trends reflected in our strategic plans for driving awareness and engagement with consumers and customers?32The next billion consumers:A fast-growing opportunity for digital commerceBusinesses need a digital commerce ecosystem with a modular and flexible architecture to scale ev

79、erywhere they sell.It should integrate business functions(sales,service,marketing,supply chain)and support seamless omnichannel buying experiences.Digital buildA digital commerce ecosystem that scales everywhere you sell 33The next billion consumers:A fast-growing opportunity for digital commerce33C

80、onsider how Nike transformed how it serves customers.Driven by the challenges of the pandemic,the company implemented new technology platforms,automation and process improvements in its operations.It deployed AI and machine learning(ML)technologies to predict trends,order products and make its deliv

81、ery systems faster and more accurate.Over two years,Nike invested in inventory optimization technology platforms to build a global digital-first supply chain.It now has over 1,000“cobots”(collaborative robots that are capable of learning multiple tasks to assist humans)in its distribution facilities

82、 to sort,pack and move products.Cobots increased the pace of order processing and helped Nike triple its digital order capacity in North America,Europe,the Middle East and Africa over the 2020 and 2021 holiday seasons.21 The company also developed an integrated omnichannel experience to foster direc

83、t connections with customers.Now,when Nike Members enter one of its stores,they can ask for fitting rooms and shoe sizes through the Nike app.They can also receive special offers and exclusive products while in-store and make payments through the app,skipping store checkout lines.22 Nike began its d

84、igital build journey years ago.In 2017,the company announced Ask:How well do we use digital technology to streamline our activities across the supply network?34The next billion consumers:A fast-growing opportunity for digital commerceits“Triple Double Strategy,”which used technology investments to d

85、ouble its innovation,speed to market and direct customer connections.To double direct customer connections,leaders rethought the way Nike apps functioned in its stores and the benefits the apps could provide.They quickly found that rewarding Nike app users with in-store perks and exclusive features

86、drove direct sales.22 By 2019,Nikes Triple Double activities had created a continuous loop of customer data.Data flowed from its collection of apps to its stores,particularly its concept stores,such as House of Innovation in New York and Shanghai,and Nike Live,which opened in Los Angeles in 2018.23

87、In these stores,customers can try on shoes that they pre-reserve using the Nike app.The shoes are kept in a locker that customers can unlock using their smartphones.The data from these activities in turn informs store merchandising strategies.22 Meanwhile,Nike is progressively breaking down silos be

88、tween its digital and retail sales channels,betting on the idea that success in one channel should drive success in other channels,too.22 An international airport in Asia Pacific offers another example of a strong digital build.During the pandemic,passenger traffic plummeted.The number of passengers

89、 dropped from 68 million in 2019 to 11.8 million in 2020,an 82.7%year-over-year decline.However,airfreight business grew during that same period,and the airport seized the opportunity to further improve airfreight throughput.In 2020,it launched an open ecosystem of collaborative and community-based

90、applications built on an information-sharing platform for parties involved in cargo handling.One of its new projects is a digital portal that streamlines cargo lodging and collection procedures at airfreight terminals.The portal has improved resource optimization,reduced wait times and reduced CO2 e

91、missions,while providing greater insight into bookings and shipment details.As part of the roadmap,the airport plans to roll out additional programs to enhance supply chain visibility,increase operational efficiencies and enable end-to-end digitization of the air cargo supply chain.35The next billio

92、n consumers:A fast-growing opportunity for digital commerceThis driver is about building up your companys digital brawn,which is the change-management power to scale operations.To achieve scale,businesses should establish well-defined resourcing and technology ecosystems.They should articulate their

93、 expected business outcomes and ensure governance and accurate reporting.These insights can reveal necessary operational improvements.Digital brawnThe right talent and assets to create efficient operations at scale and speed 36The next billion consumers:A fast-growing opportunity for digital commerc

94、eDBS Bank has been building its digital brawn since 2014.Bank leaders at the time determined five areas of focus,which continue to steer the companys digital investments:1.Enhancing infrastructure2.Aligning technology and business into“One Team”to increase agility3.Building a strong workforce enhanc

95、ed with the right technology talent 4.Dialing up the use of data across the bank5.Mobilizing the entire workforce to cultivate a strong digital mindset The result,according to DBS Chief Information Officer Jimmy Ng,is that the bank has become“a technology company that does banking instead of a tradi

96、tional bank looking to digitalize.”24For example,DBS upskills employees,from frontline tellers to top executives,to help them understand the potential benefits of digital investments and engage proactively in digital change.It does this in part through gamingspecifically through the AWS DeepRacer Le

97、ague platform.Employees take online tutorials,then apply what theyve learned to instruct an autonomous virtual car that they use to race against other employees.By 2020,DBS had used the platform to train 3,000 employees in AI and ML,with plans to increase training in these areas and in design thinki

98、ng,data and analytics and agile practices.25 As Paul Cobban,DBSs former chief data and transformation officer,commented in 2019,“We have never believed in limiting digital expertise Ask:How do we acquire and apply digital talent and technologies in our corporate culture and internal operations?How d

99、o our current methods increase (or diminish)our ability to scale quickly in new markets?37The next billion consumers:A fast-growing opportunity for digital commerceto a small team.”He said,“We wanted to adopt a different approach from our previous digital and data skills revolutions.In line with our

100、 ethos of keeping work and learning fun,we sought to introduce gamification to better engage our employees.”26 In 2018,DBS established a platform operating model that brought business and tech together to future-proof the enterprise and increase agility.People from different geographies and function

101、s collaborated on 33 platforms and shared data,resources and reusable assets across the bank.The result was better data-driven decision-making and optimized workflow processes,which enabled innovation,differentiated customer experiences and enhanced employee productivity.For example,the operations a

102、nd analytics teams built an AI-powered engine to offer customers self-service digital options and services tailored to their individual needs.Using on-demand cloud,analytics and ML,DBS also digitized and simplified credit processing and optimized credit portfolios for risk management by anticipating

103、 future events,which improved response times and increased competitive advantage.2438The next billion consumers:A fast-growing opportunity for digital commerceTrends show that most multinationals will not be ready to attract the billion-plus digitally native consumers we see on the horizon in these

104、eight markets.But the opportunity is there for businesses that move quickly and thoughtfully.To do this,companies must understand these consumers and find creative solutions to the unique challenges of these markets.Theyll need to develop deeply digital,fully harmonized cross-channel ecosystems for

105、their brands.They should be ready to apply insights in real time from rich data analytics.They should also influence their ecosystem partners to do the sameand be able to integrate insights from those partners.Adopting the four drivers of success will help businesses deliver differentiated and relev

106、ant digital commerce offerings and experiences.Insights gained from this digital-first laboratory will inform decision-making in other marketspowering performance across the entire company.A billionconsumers await yournext move39The next billion consumers:A fast-growing opportunity for digital comme

107、rceAbout the authorsTo learn more about how we can help you transform your commerce enterprise,contact:Fabio VacircaCommerce Global Lead,Accenture SongJose Goncalves Commerce Europe Lead,Accenture SongAlessandro PuccioManaging Director,Accenture SongSimone MorandiCommerce Growth Markets Lead,Accentu

108、re SongYusof Seedat Thought Leadership Director,Accenture Research,Growth and StrategyErik SandquistCommerce North America Lead,Accenture Song,Growth and StrategyAcknowledgementsResearchArlene LehmanRegina Maruca40The next billion consumers:A fast-growing opportunity for digital commerceReferences1

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118、 Press release.https:/ next billion consumers:A fast-growing opportunity for digital commerceThis report combines multiple streams of research using both primary and secondary data-driven research methodologies.To begin,we analyzed 92 countries across the Asia Pacific region,Middle East and North Af

119、rica,and Sub-Saharan Africa to find rapidly growing countries with strong digital potential.We pinpointed countries with the largest expected GDP growth in absolute terms(i.e.,US dollar value)from 2022 to 2027.Then,we identified the growing countries with a high level of digital maturity,that is,tho

120、se with GDP per capita below the World Bank threshold of high-income groups but demonstrating stronger digital commerce growth.We then determined each countrys digital maturity by creating a digital velocity score,with 14 key performance indicators(KPIs)across five categories:Internet:Internet penet

121、ration,number of internet users and future growth expectations Mobile:Mobile phone penetration,number of smartphone users and future growth Social media:Number of social media users and future growth Digital commerce:Digital commerce value(US dollars in millions)and future growth Digital payments:Di

122、gital payments value(US dollars in millions),number of users and related growthAbout the researchDigital velocity scores were calculated by ranking each country by KPI,then aggregated to create a score out of 100.We also analyzed each countrys population by age and grouped them into generational seg

123、ments:e.g.,baby boomers,Gen Xers,millennials,Gen Zers and Gen Alphas.Combining these metrics,we identified eight countries with an emerging young population that exhibit stronger digital maturity than the rest:Bangladesh,Egypt,Ethiopia,India,Indonesia,Kenya,Nigeria and the Philippines.We then survey

124、ed 3,000 individuals across the eight countries(July 13 to August 13,2022).These deeper interviews provided insights into the customer journey across generations and key observations about the four identified consumer segments.In addition,we studied survey data from GWI and Statista Global Consumer

125、Survey to gain a better understanding of consumers within these markets.To understand consumer sentiment,we used data science methodology to conduct a web scraping exercise.We looked at approximately 112,000 social media comments in the retail,consumer packaged goods,banking and telecommunications i

126、ndustries.The exercise was done by The Smart Cube using social listening capabilities.Finally,we drew on several use cases from Accentures extensive experience,supplemented by case study analysis and literature reviews.43The next billion consumers:A fast-growing opportunity for digital commerceThese

127、 are some of the findings that shaped this paper:Growing digital maturityThe number of internet users in these eight countries almost doubled over the last five years to reach approximately 1.6 billion people in 2022.2 Since 2017,e-commerce revenues quadrupled,equating to$211 billion in 2022 at an a

128、ggregate level.(See Figure 5.)Consumption and influence of the digitally astuteTo understand the population of digitally astute consumers entering these markets over the next decade,we studied e-commerce users by age,with the following assumptions:Upper Gen Alphas will be 1519 years old in 10 years

129、and mirror Gen Zs digital consumption behavior.Gen Alphas are currently too young(09 years old),and no e-commerce data exists for this group.Given that workforce fundamentals over the next decade are expected to be similar,with the unemployment rate forecasted to grow marginally by less than 1%and l

130、abor force growth decreasing by less than 2%,we conservatively assumed that upper Gen Alphas will constitute the same proportion of e-commerce users as Gen Z.3 Current data suggests that 55%of the Gen Z cohort are engaged in e-commerce,therefore it is assumed that 55%of upper Gen Alphas will be acti

131、ve digital buyers,while the remaining 45%of these two generations will be passive digital consumers or buyers.5Millennials will become more digitally savvy.GWI and Statista data indicate that millennials response to digital products and services is on par with or even greater than that of Gen Z.Mill

132、ennials with internet access shop online more and are active social media users.Additionally,the number of millennials that use digital services has almost tripled over the last three to five years.5Lower Gen Alphas(04 years old)will be below the age of 15,too young to be active digital buyers.Howev

133、er,they will influence the digital buying decisions of their parents.Our survey found that 83%of parents in these countries say their children influence their purchases.More than half of parents surveyed believe their children know more about using online technology than they do.Children in the Gen

134、Alpha age range are already digitally active,with 80%using mobile phones or tablets,44%using the internet and 36%using social media.5 e-commerce marketSource:Statista Global Survey,2022Figure 5:E-commerce revenue(based to 100)from 2017 to 20252017201820192020202120222023202420254001,40001,3001002003

135、005006007001,0008009001,1001,200IndonesiaBangladeshNigeriaEgyptEthiopiaKenyaIndiaPhilippinesAggregated revenue 2022:$211 billion 4X growth since 2017CAGR:201721=38%202225=17%44The next billion consumers:A fast-growing opportunity for digital commercePurchase:Consumers engage in a number of activitie

136、s to buy and receive their selected product or service.Survey results show that 65%of digitally astute consumers prefer to use online payment methods.They also say that convenient delivery options,such as“click and collect”(73%)and free delivery(79%),are key drivers of their online purchases.Use:Con

137、sumers engage with their purchased product or service several times,accessing all after-sales services or offerings.Survey results show that 75%of digitally astute consumers see easy return policies as another key driver of their online purchases.Taking these assumptions into consideration,we were a

138、ble to model and identify the four consumer segments:Digital Native Purchasers,Digital Savvy Millennials,Digital Native Content Creators and Digital Alpha Influencers.Consumer readinessCurrent consumers in these markets already use digital touch points across all stages of the customer journey.5Disc

139、over:Consumers recognize the need for digital services and search for solutions or products.Across the eight countries,80%of digitally astute consumers say they use online channels such as search engines,social networks and videos to research products or services before purchasing.Survey results sho

140、w that eight in 10 digitally astute consumers say that easily navigating websites and finding what they need influence their decision to purchase.In addition,73%of digitally astute consumers prefer to shop via online marketplaces such as Amazon,while more than half(51%)shop via company websites.Cons

141、ider and evaluate:Consumers study brands value and offerings before selecting a brand to purchase.A majority(80%)of digitally astute consumers mention that they either visited,clicked or shared a brands social media page or website in the last month.5 Additionally,more than 76%of digitally astute co

142、nsumers are influenced by lots of“likes”or“good comments”on social media when deciding whether to buy something online.45The next billion consumers:A fast-growing opportunity for digital commerceCopyright 2023 Accenture.All rights reserved.Accenture and its logo are registered trademarks of Accentur

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