德勤：2020年零售業的數字化顛覆（英文版）.pdf

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1、Digital disruption in retail February 2020 Digital disruption in retail 03 Contents Foreword 04 Executive summary 06 Overview of agile retail organisationBackend 08 Supply chain 09 Logistics and warehousing 15 Finance 24 Procurement and vendor management 27 Assortment mix and planning 30 People 31 T

2、echnology transformation of the physical store 34 In-store/Physical store transformation 35 Customer experience, personalisation, and telling stories 38 Technology driven opportunities for start-ups 40 Disruption through data unification and marketing 42 Omnichannel 43 Marketing and distribution tec

3、h 45 Emergence of digital marketing 48 Data privacy 48 Collaboration in the digital age-Retail ecosystem 50 Way forward 58 Endnotes 60 Contacts 62 Acknowledgements 62 Digital disruption in retail 04 Foreword Retailers function in a dynamic environment witnessing dramatic shifts on key front-end elem

4、ents, including the following: Consumer: From the perspective of a brands interaction with its consumers, time and distance have been the major dimensions that have been decreased. This led to greater convenience for customers. Preference for instant gratification, enhanced shopping experience, sust

5、ainability, and easy access to social media have led to the creation of new-age consumers who are more confident and expressive in terms of how they think, feel, and act. Brand: It is not only about maximising shareholder value alone but also about the impact that retailers have on local communities

6、, the environment, and the social capital that they build. This signals the brands commitment to promote inclusion and celebrate diversity in a world where trust levels in big businesses have dropped to a historic low. Product: Return on catchment or pin code is the key driver to defining product as

7、sortment at stores. It is no longer sufficient to track same store sales on return on investments at a store level. Shortening product life cycles and the dramatic increase in new product launches have also created the demand for agile and dynamic product portfolio rationalisation. Store: A phydigit

8、al store is a place where the boundaries between the physical shop and the online website blur to provide a seamless experience to customers. Digital influence factors have increased across categories and brands usually struggle in aligning their digital content, transactions, and after- sales servi

9、ce to keep pace with market disruptions. Channel: Direct-to-consumer models, such as exclusive brand outlets (EBOs), are witnessing increased investment from brands seeking to retain their relevance amid squeezing margins due to large format retail (LFR) and large marketplaces. While the share of mu

10、lti-brand outlets (MBOs)/general trade continues to deplete, we see an increased focus on brands increasing their engagement with the top quartile of MBOs. The resultant changes in business models are visible across the three areas of demand generation, capture, and fulfilment. There are possibiliti

11、es of dramatically increasing footfall, conversion, average bill value on the front end; improving merchandising, assortment planning, brand experience at the store; and driving better availability, demand sensing, and inventory rotation in the supply chain, by deploying asset-light digital technolo

12、gies using the start-up ecosystem. This might result in retailers accelerating sales at a lower cost to serve to help build more sustainable and profitable business models for the future. Anand Ramanathan Partner, Consulting Digital disruption in retail 05 Foreword A Definitive Guide to Digital Tran

13、sformation Technology advancement and digital enablement are transforming the consumer as well as the market at a rapid pace. Agility in the backend processes such as supply chain, finance, procurement and assortment are the means to remain competent in such a highly competitive environment. The rep

14、ort Digital Disruption in Retail sheds light on the various digital transformations expected in retail value chain . It delves into the offline to online ( O2O ) as well as online to offline and explores the new business realities that are emerging with it. These include hyper-personalisation of con

15、sumer experience, value-driven actions, and technology-driven process. These serve as a means to gain a competitive-edge in a market driven by constant change and disruptions. Digital transformation is impacting every phase of the retail value chain, from sourcing and product development to marketin

16、g and distribution. The way forward for the retail sector is to collaborate and offer integrated solutions to consumers. This report is aimed at helping readers in their journey towards integrated retail. The best practices by retailers from around the globe will help inspire, learn and grow. Kumar

17、Rajagopalan Chief Executive Officer - Retailers Association of India (RAI) Digital disruption in retail 06 Executive summary Access to global markets, preference for convenience, and availability of diverse choices for consumers have led to the rapid evolution of retail in India. Further, advancemen

18、t in technology, higher household income, varied retail channel options, diverse product variety, personalised service offerings, etc., have resulted in enhancing consumers shopping experience. To stay ahead of this rapid evolution, retailers need to consider embracing agility in their functions and

19、 operations. Agility in processes has the potential to lead to collaboration among cross-functional inter-disciplinary members, encouraging iterations for an adaptive best-case process. The concept of agility can be used across functions to augment productivity and efficiency, as well as reduce cost

20、s and efforts. behavioural insights through advanced data analytics, emerging technologies, such as internet of things (IoT), augmented reality (AR) and virtual reality (VR), artificial intelligence (AI), bots and drones, beacons, and cloud platforms, have played a key role in enhancing consumers en

21、gagement more than ever. Engaging consumers through immersive technologies, bespoke solutions, and custom targeting, is expected to significantly increase the probability of attracting and retaining new-age shoppers. Various new solutions are being offered by established companies and start-ups to w

22、oo shoppers. However, these strategies require enabling a digital ecosystem to deliver desired outcomes. Through this report on Digital disruption in retail, we present the aspects of agility in retail organisations operations. The report then delves into the implications of technology, leading to d

23、isruptions across entire retail value chain and transforming consumers shopping journey at each value point, making it more convenient. In the age of digital marketing and omnichannel offerings, inter-functional networking has become a crucial aspect. With the lines blurring between offline channel

24、and online channel, the best way to put a foot forward in the right direction is collaboration between physical space and digital space, i.e., phygital. Such an integrated model has the potential to ensure a seamless shopping experience to consumers from all forms of strata. It is also a win-win sol

25、ution for the physical and digital players as it supplements the models overall efficacy by combining complimentary advantages of individual models. Technology has been the front runner in driving businesses, and enhancing consumer engagement and experience. Apart from understanding consumers N E W

26、R KO T Digital disruption in retail 07 Digital disruption in retail 08 Overview of agile retail organisation As we enter a new decade, retailers must take stock of their current positioning vis-vis the market and the industry. It is also critical for them to be aware of customers they are serving an

27、d manage operations to meet the rapidly evolving expectations. Retailers have been periodically investing time and resources in technology. In the past decade, they have developed advanced supply chain operations with a far greater reach and a product line targeting more consumers. However, with lar

28、ge global retail giants penetrating Indian markets, the competition for acquiring customers has only become more intense. Thus, retailers are realising the need for constantly innovating. The availability of advanced tools is pushing retailers limits from fully integrated networks to procurement net

29、works that allow them to choose vendors. The digital customer has never had a better time to shop, with companies integrating tech throughout their systems. Digital disruption in retail 09 Impact of disruption on a retail organisation Shift from traditional supply chain to digital supply networks (D

30、SN) A fast-paced shift is being witnessed in the way supply chains function. Advances in computing memory and processing are driving entrepreneurs to develop innovative new digital technologies and capabilities. These technologies, including sensors, artificial intelligence (AI), machine learning (M

31、L), and cognitive computing, create the foundation for analytics and a conversion between the physical world and the digital worlds, transforming traditional, linear supply chains into connected, intelligent, scalable, customisable, and nimble supply networks. These new supply chains, also known as

32、DSNs, are dynamic and integrated. These chains address the issue related to the delayed action-reaction process of the linear supply chain using real-time data. This enables better informed decisions and enhanced collaboration across the entire supply network, as well as provide greater transparency

33、. The main characteristics of the DSN include always-on agility, connected community, intelligent optimisation, end-to-end transparency, and holistic decision-making. Each of these characteristic plays a role in enabling more informed decisions and can help organisations address the central question

34、 in their strategic thinking: how to win? Organisations need to consider preparing themselves to lead by imbibing agility into systems, processes, and decision- making. Personalisation at scale, leveraging ecosystems, and driving business-led digital strategies are some of the key themes. Supply cha

35、in The collapse of the linear supply chain New technologies and tolls have allowed the traditionally linear supply chain to collapse into an agile interconnected network that unlocks new value across the digitised nodes The birth of the digital supply network (DSN) Innovative and disruptive technolo

36、gies can enable supply chains to transform into DSNs, which can serve as a powerful competition weapon. New value is being created by digitising and connecting the traditional nodes Develop Digital development Optimise product lifecycle management with advanced digital tactics Synchronised planning

37、Provide significant efficiencies through synchronisation Intelligent supply Reduce costs through new advanced technologies, models, and capabilities Smart factory Unlock new efficiencies by a more, connected, agile, and proactive factory Dynamic fulfilment Boost customer service through new levels o

38、f speed and agility Connected customer Create seamless customer engagement from inspiration to service PlanSourceMakeDeliverSupport Synchronised planning Connected customer and aftermarket Digital Core Intelligent supply Smart factory Digital product development Dynamic fulfilment Source: Digital di

39、sruption in retail 10 Source: The digital to physical loop unlocks the value The core supply chain issues persist and present opportunities to apply new solutions to unlock unprecedented value Physical to digital Capture signals and data from the physical world to create a digital record. Digital to

40、 physical Deliver information in automated and more effective ways to generate actions and changes in the physical world. Digital to digital Exchange and enrich information using advances analytics, artificial intelligence, and machine learning to drive meaningful insights. Physical Digital 01 02 03

41、 How many supply chains do you need? Where will you segment by customer, product, geography, or channel? Where will you compete on Speed? Agility? Service? Cost? Quality? Innovation? Where do you need to transform your supply chain to meet your strategic business objectives? What initiatives will yo

42、u deploy to configure your digital supply networks? What is our winning aspiration? Where will we play? How will we win? What capabilities must be in place? What management systems are required? How to “Turn-On” your digital supply network Companies must choose specific supply chain transformation a

43、nd execute priority initiatives to meet their competitive objectives. 11 Digital disruption in retail Digital supply networks (DSNs) characteristics DSNs share common characteristics that drive differentiated performance and value Foundational elements End-to-end transparency The ability to see acro

44、ss the networkCapability elements Existing data sets Sensors New data sets Visualisation “Always-on agility”The ability to proactively operate across the network Capability elements Predictive alerts Advanced analytics Edge computing Connected environment The ability to extend into your suppliers an

45、d customers Capability elements Third-party data sets Real-time collaboration and live data sharing Resource optimisation The ability to identify and use the right worker, human, or machine, for work Capability elements Artificial intelligence Optimisation algorithms Unstructured data Holistic decis

46、ion- making The ability to continuously learn and make optimal network decisions Capability elements Machine learning Voice and thought interaction CybersecuritySafetyData integrityTalent Critical components Digital supply networks require an ecosystem of functional and technical resources, tools, a

47、nd capabilities to deliver results. Function supply chain Platforms and infrastructureTalent Internet of things Advanced analytics Product development Planning Sourcing Manufacturing Logistics and distribution SAP/S4 and Leonardo, GE Predix, Oracle Cloud, PTCs ThingWorx, AWS, Google Cloud, Blockchai

48、n Future of work Robot vs. human optimisation Co-bots Humans enhanced through advanced wearables Sensors Hardware Simulation Data science and algorithms Machine learning Natural language processing Video and spatial analytics Source: Digital disruption in retail 12 Digital adoption technology pyrami

49、d Digital adoption is a transformative process that uses technology solutions from the ground up, starting from a unified pool of data that can be analysed and then used to drive business decisions. Starting from the bottom of the pyramid, the process of adopting digital technologies needs to be an ongoing and focused initiative. It should be a part of every businesss long-term strategy. This in turn is expected to lead to a game- changing competitive advantage. Refer to the diagram to know th