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1、IBM Institute for Business Value|Research InsightsEmbedding AI in your brands DNA Innovate from products to ecosystem and everything in between2IBM has been providing expertise to help retail and consumer products companies win in the marketplace for more than a century.Our researchers and consultan

2、ts create innovative solutions that help clients become more consumer-centric by delivering compelling brand and store experiences,collaborating more effectively with channel partners,and aligning demand and supply.With a comprehensive portfolio of solutions for merchandising,supply chain management

3、,omnichannel retailing,and advanced analytics,IBM helps deliver rapid time to value.With global capabilities that span 170 countries,we help brands and retailers anticipate change and profit from new opportunities.For more information on our retail and consumer products solutions,please visit: IBM c

4、an help1Over the next year,retail and consumer products executives expect to expand AI significantly throughout all areas of the business,from brand-defining activities to core operations.But to be AI-centric,organizations need an open mindset for how AI can deliver transformation beyond productivit

5、y gains.Across 13 areas of the business,executives plan to augment most activities with AI over the next 12 months.But they only project 31%of their workforce will need to reskill or develop new skills in that same time frame,underestimating whats needed to support employees in the AI transformation

6、.Almost 9 in 10 executives claim to have clear organizational structures,policies,and processes for AI governance.But fewer than one-quarter of organizations have fully implemented and continuously review tools on AI governance,putting brand trust at risk.Brands are evolving beyond mere AI adoption,

7、embedding it in their DNA to harness their distinct AI-driven advantage.Key takeaways2Consumers are ready for AI.Are you?Consumers are tech-savvy trendsetters and brands need to keep up to stay relevant.Today,customers and shoppers are actively engaged with AI in their daily lives,from using AI-powe

8、red search engines to creating content with generative AI tools.In the 2024 IBM Institute for Business Value(IBM IBV)consumer research study,nearly two-thirds of consumers said they have used or want to try AI applications.1 This interest sets the stage for retail and consumer products companies to

9、hasten integration of AI across their business while keeping an eye toward becoming AI-led brandsleveraging the technology to reimagine operations,inspire loyalty,and expand the size of customers wallets for long-term competitive advantage.Our latest survey of 1,500 global retail and consumer produc

10、ts executives finds organizations are accelerating their adoption.AIboth traditional and generativehas permeated all functions in the enterprise to some degree.From marketing and customer service,to supply chain and procurement,to finance and IT operations,AI use cases span brand-defining,business-e

11、nabling,and corporate operations.Looking ahead through 2025,most executives are thinking big,expecting AI to be used extensively across the business(see Figure 1).Industry leaders also report AI spending is on the rise(see Perspective,“AI spending moves outside of IT”),and they project that AIs cont

12、ribution to revenue growth will increase 133%from 2023 to 2027.Retail and consumer products organizations are at a pivotal point in their AI journey.The question is:are they taking enough of the right steps to become AI-led brands,or are they just tacking on ad hoc AI solutions that deliver short-te

13、rm gains?Its time to move beyond just productivity and efficiency and extend AIs power enterprise-wide to boost process effectiveness,spark new business models and ecosystems,and ignite engagement with innovative employee and customer experiences.Industry executives project that AIs contribution to

14、revenue growth will increase 133%from 2023 to 2027.Figure 1Retail and consumer products organizations use AI extensively in 2025.Percent of organizations planning to use AI to a moderate or significant extent over the next 12 monthsBrand-defining areas Marketing and customer experienceDigital commer

15、ceMerchandisingStoresProduct design and development Customer service79%76%89%86%86%85%Business-enabling areas Supply chain operationsProcurementProduction and manufacturingSustainability90%87%86%83%Corporateoperations Finance90%90%88%HRIT and security3FIGURE 1Retail and consumer products organizatio

16、ns plan to use AI extensively in 2025.Percentages represent an average of responses for a set of tasks in each functional area,based on the question:“To what extent do you use AI or gen AI in this activity?”Respondents replied“to a moderate extent”or“to a significant extent.”4In this report,we discu

17、ss three factors that will help organizations make a fundamental change in their DNA,where AI emerges as the driving force behind every decision,innovation,and strategy.In part one,we discuss balancing the marathon with the sprint to shift from plus-AI to AI-first.In part two,we examine the need to

18、prepare the workforce for the planned rapid and aggressive AI adoption,and in part three,we address the imperative to safeguard consumer trust.Each section includes an illustrative case study and concludes with an action guide of steps brands can take to accelerate progress.DefinitionsTraditional ar

19、tificial intelligenceSystems that understand,reason,learn,and interact.AI technology includes machine learning(ML)approaches,but also other techniques such as reasoning,planning,scheduling,and optimization.Generative AI A class of machine learning that generates content or data,including audio,code,

20、images,text,simulations,3D objects,and videosusually based on unsupervised or self-supervised learning.Recent examples of generative AI include GPT-4(language),DALL-E(images),GitHub Copilot(code),and AlphaFold(scientific protein folding).AI budget allocation is undergoing a significant shift.While I

21、T budgets will still play a role,retail and consumer products executives report a growing portion of AI spending is moving outside of traditional IT budgets.As AI becomes more than just a tech tool,functional areas are identifying their needs for AI as part of larger business solutions,from creative

22、 marketing tools to empowering store associates to new warehouse management systems.Executives project their IT budget dedicated to AI spend will increase by 19%over the next year,but spending on AI outside of the IT budget is expected to surge 52%.As a percent of revenue,IT spending on AI will be 1

23、.04%and AI spending outside of IT will be 2.28%by 2025.Taken together,3.32%of revenue could be dedicated to AI spending next year.For a$1 billion company,that equates to$33.2 million for total AI spend.With at least 13 functional areas that span retail and consumer products organizations,executives

24、across the C-suite must keep tabs on the investments being made in each area,coordinating platforms and tools to provide transparency across the enterprise.IT and the business lines must work together to avoid duplication of effort and to help ensure consistent alignment with the overall business st

25、rategy.PerspectiveAI spending shifts beyond IT budgets5Only 54%of executives expect AI to help their companies innovate in operations.Building an intelligent brand that enduresConsumer organizations need to take a long-term view of their AI journey while moving with urgency and intent.Nearly all ind

26、ustry executives are banking on AI for innovation in products and services(89%)as well as business models(85%).But a mere 54%expect AI to influence operational innovation.Transforming operations with AI across supply chains,manufacturing,distribution,finance,and compliance is the very essence of bei

27、ng an AI-centric brand.This remodel is both a marathon and a sprintmoving from simple AI use cases to orchestrating AI across functions to deliver sustainable value.Many organizations are in the early stage of adoption,integrating AI within a single function.For example,88%use AI to a moderate or si

28、gnificant extent in demand forecasting,87%for HR help desks,84%for IT support and issue remediation,84%in creating and managing trade promotions,81%in inventory and order management,and 80%in managing production activities.These are quick wins that can deliver a more immediate impact on daily operat

29、ions.But companies are keen on expanding to more sophisticated uses of AI over the next 12 months.They will be transitioning from internal departmental use cases with limited system integration to multifaceted ones that require external collaboration,more complex system integrations,and more human i

30、ntervention and oversight.Take virtual assistants as an example(see Figure 2).Initially,they responded to simple,predefined queries such as order and shipment status.As they have become more integrated with data in ordering systems,they can identify delays or missing orders as well as back-order opt

31、ions and in-store availability.Adding customer shopping history and generative AI capabilities to their arsenal,they can dynamically recommend offerings and personalized content for individual customers.Camping Worlds virtual assistant,Arvee,illustrates the value of integrating platforms such as Ora

32、cle and Salesforce so that the assistant can access customer information efficiently to address queries faster.2Part one6Executives expect to expand rapidly to more sophisticated AI use cases across the enterprise.For example,those leveraging AI to a significant extent for personalized responses and

33、 follow-up actions in customer service plan to increase their usage by 236%over the next 12 months.Similarly,they want to grow significant AI usage in integrated business planning by 82%and in talent acquisition by 300%.I can provide shipment status and tracking information.When I am connected to th

34、e order management warehouse and store inventory system,I can provide options for back orders and in-store pickup options.When I have access to customer profiles and shopping history,I can dynamically recommend offerings and personalized content for individual engagement.FIGURE 2Brands are fueling v

35、irtual assistants with more comprehensive,relevant enterprise data to enable increasingly personalized responses to customers.7As organizations progress with their initiatives,they are investing in platforms to integrate AI tools and models.Today,as they establish their AI foundation,they are primar

36、ily focused on data and analytics platforms(65%),innovation platforms(64%),and skills/learning platforms(62%).Building on these existing platforms and expanding to others will enable federation and orchestration of AI across functions,facilitating cross-functional learning to support scaling AI acro

37、ss the enterprise.Executives plan to integrate AI capabilities with business partners over the next three years,and they predict the use of ecosystem platforms will surge from 52%today to 89%.Take the product compliance ecosystem as an example.By integrating end-to-end AI-driven compliance,brands ca

38、n ensure all facets of the product lifecycle align with evolving regulatory requirements,consumer safety,and sustainability expectations.This ecosystem prioritizes accelerated product lifecycle management with an advanced business rules engine and touchless bill-of-materials generation,helping ensur

39、e products are market-ready with minimal manual intervention.Executives expect their use of ecosystem platforms for AI tool and model integration to surge from 52%today to 89%in the next three years.Kroger uses AI to elevate customer pickup experiences3Kroger has long depended on data and advanced a

40、nalytics to fuel business innovation.Since its inception decades ago,its loyalty program has delivered a trusted value exchange enabled by permission-based information.Today,using machine learning algorithms,Kroger delivers valuable personalized offers and communications across 150 million customer

41、touchpoints and through 1.9 billion unique coupons customized for millions of loyal customers.Most recently,Kroger has been exploring ways to use AI to help improve the customer experience,specifically order pickups.Using AI-enabled dynamic batching,an AI solution sorts through 200,000 totes per sec

42、ond to build the most efficient pickup trolley.It drives a 10%reduction in steps by identifying the most efficient pick route through the store.With dynamic batching of orders,these tools are providing associates the most efficient pick routes,so Kroger can dramatically reduce pickup lead time in it

43、s highest volume stores.Case study8Action guideIntentionally embed AI in operations to deliver a sustainable brand advantage.In the 2024 IBM IBV CEO study,70%of retail and consumer products CEOs said that to win the future,they must rewrite their organizational playbook.4 As you redefine your core o

44、perational strategies and processes to capitalize on AI,concentrate on how to achieve lasting value.As you move beyond AI-driven productivity gains,you need a clear vision and strategy for where AI and gen AI can help you distinguish yourself from competitors or shore up weaknesses.But keep in mind

45、that consumers expect you to stay true to your core values as you innovate.If a strong customer experience is your focus,use AI to personalize customer service and optimize in-store experiences.If product innovation is a differentiator,tap into AI for product design,customer preferences,and vendor c

46、apabilities to facilitate faster ideation and development cycles.The key is to concentrate on whats most importantnot everything thats possible.Becoming an AI-centric brand requires purposefully aligning IT with long-term business goals,not just the hottest tech.For example,organizations that consid

47、er applications and infrastructure holistically in support of business needs(known as“hybrid-by-design”principles)can generate more than three times higher ROI over five years.5 Tear down the silos between finance,technology,and business leaders so that together,they can build solid business cases f

48、or where AI can deliver a long-term competitive edge.6 Traditional strategic partnerships focused on physical distribution of supplies and products are no longer enough in the age of AI.Tech companies,startups,and other nontraditional partners are needed for model development,platforms,and tools.For

49、 example,other IBM IBV research found that 65%of organizations are already working with or planning to work with a strategic partner to build a large language model for generative AI initiatives.7 Prioritize partners who understand your goals and share your vision.Identify those with a proven record

50、 for integration and loop them into your processes early.Think outside the box,imagining new partners that create new opportunities for growth.Tailor AI to your brands priorities.Invite finance,technology,and business leaders to the same table.Venture beyond tried-and-true partnerships.Part two9Prim

51、ing the augmented workforceAI is transforming the nature of work from the store to the factory floor,but industry executives undervalue workforce reskilling.AI is diffused throughout the retail and consumer products workplace.Nearly all(96%)executives say their teams are using AI and gen AI to a mod

52、erate or significant extent at work.When virtually everyone is using a new and powerful technology such as AI,then virtually everyone needs training to optimize the value and understand the risks that could damage the brands.Yet,leaders project only 31%of their workforce will need to reskill or deve

53、lop new skills over the next 12 months,with this number climbing to just 45%in the next three yearsa significant miscalculation.Both hard and soft skillsfrom prompt engineering and data analytics to critical thinking and problem solvingare essential to ushering in the age of the augmented workforce

54、where AI wont replace people,but people who use AI will replace people who dont.8 The talent transformation is an ongoing training and education process that must be defined and started sooner rather than later.If not,67%of employees have said they will leave for another employer that provides bette

55、r training on new technologies,according to an IBM IBV survey of more than 21,000 workers.9Executives recognize the workforce will be increasingly augmented,while automation remains crucial for rules-based tasks and repetitive work.Across 13 functional areas from marketing and commerce to supply cha

56、in,HR,and IT,they plan to more frequently augment than automate activities over the next 12 months(see Figure 3).Industry leaders know that many brand-defining areas demand human intuition,creativity,emotional intelligence,and expertise that can be complemented by AI.For example,in product design an

57、d development,AI can accelerate idea generation and ideation,even providing visualizations.Likewise,operational areas have vast amounts of data where decisions require human oversight,such as supply planning,where 54%plan to augment their employees.In this activity,AI can quickly access and analyze

58、a broader range of data to help the supply planner confidently resolve shortages in minutes,knowing important information is not missed.Leaders project only 31%of their workforce will need to reskill or develop new skills over the next year.10FIGURE 3Retail and consumer products executives know that

59、 automation has its place but see a future of augmentation.14%28%57%Product design,development,and product lifecycle management 12%31%58%Digital commerce&B2B salesBrand-defining areas 13%35%52%Marketing15%35%50%Customer service21%32%47%Stores14%32%54%Merchandising/category management Corporateoperat

60、ions 12%36%52%Finance10%35%54%HR9%40%51%ITBusiness-enabling areas 12%37%51%Supply chain operations14%33%54%Procurement8%43%49%Production and manufacturing11%35%54%SustainabilityPercent of activities that will be automated,augmented,or have no impact from AI in each area over the next 12 monthsNo imp

61、actAutomatedAugmentedPercentages represent an average of responses for a set of tasks in each functional area,based on the question:“To what extent do you use AI or gen AI in this activity?”Respondents replied“to a moderate extent”or“to a significant extent.”Case study11Ultimately,brands will be fin

62、ding the sweet spot for automation and augmentation.Take managing the seasonal workforce as one example.AI-powered automation can streamline hiring,onboarding,and scheduling processes,reducing administrative burdens and helping control costs.Managers can use AI-powered tools that provide real-time i

63、nsights into staffing needs,predict demand fluctuations,and optimize schedules.Similarly,in inventory management,AI-powered sensors and cameras automatically monitor inventory levels in real time,while providing employees with the insights needed to reduce the risk of stockouts or overstocking.Even

64、areas that have a high degree of automation,such as customer self-service,can benefit from augmented employees.As executives expand use of AI for personalized responses and follow-up actions over the next 12 months,they say 55%of the activities will be augmented versus 30%being automated.Japanese re

65、tailer empowers people with AI to boost profits while reducing waste10A leading retail company in Japan was grappling with costly problem:food and consumer-goods waste was eating away at their profits.The clients field staff needed data-driven insights to make more informed pricing decisions.For a w

66、ide variety of products and the companys operations,price optimization relied more heavily on human judgment than data,leading to variations in customer forecasts,stock levels,and discount rates.These variations resulted in excessive and inadequate stocking,irregular discount amounts and timings,and

67、 large profit losses due to food waste and missed sales opportunities.The company worked with IBM to develop a specialized price optimization AI system to analyze vast amounts of data,predict customer numbers and purchase patterns,and suggest optimal discount amounts and timings.Now the clients fiel

68、d staff can combine their own expertise with data to improve pricing decisions.The pricing optimization system was designed to adapt to different product categories and sell-by durations,making it a versatile,scalable solution that can support a diverse product range.Brands are finding the sweet spo

69、t for automation and augmentation.12Action guidePrepare your workforce to power your AI-centric brand.AI is clearly impacting virtually the entire retail and consumer products workforcefrom the person stocking the shelves to those who sit with you in the C-suite.Its being built into many of the tool

70、s employees use every day,such as AI-powered sales forecasting tools or AI-driven design tools.Leaders need to ensure all employees are prepared to optimize the value AI can deliver.Executives report leadership for reskilling efforts is divided among an AI center of competence(31%),HR(22%),AI commit

71、tees(18%),and IT(17%).This disjointed approach is risky and can create confusion and frustration among employees.Leadership from HR,IT,and the business must join forces to shape an effective reskilling strategy.HR brings both an understanding of how to manage change and culture along with tactical i

72、mplementation expertise.IT brings the technology knowledge,and business leaders can work directly with employees to define how AI can augment the workforce within each business domain.Have the joint team report directly into the C-suite and define measures to hold them accountable.If you only expect

73、 a third of your workforce will need reskilling or upskilling over the next few years,you arent thinking big enough.Just as you forecast product demand,predict what employees will need to succeed in a rapidly evolving workplace.Look beyond just current skills to employee potential.Use AI-powered HR

74、tools to anticipate how an individual might develop,perform,or contribute based on skills,talents,personality traits,experiences,and educational background.11 You may not know exactly what lies ahead,but you can communicate your vision for the future of work.From routine business operations to brand

75、-defining areas,AI creates anxiety as employees worry about being replaced or not having the skills they need.Share your plans for automation versus augmentation with your workforce and help them see how AI will create new opportunities and enable them to do their jobs faster and betterfrom designin

76、g products to creating promotions to managing inventory.Consider how employees will useand benefit fromtechnology as carefully as you consider the tech investment itself.Connect HR,IT,and business lines to define reskilling strategies.Predict every employees potential.Share a blueprint for the workp

77、lace of tomorrow.13Safeguarding brand trustWith so many products vying for consumers attention,AI can either bolster or undermine a brands trust.Trust is paramount for both consumers and industry CEOs.Our 2024 consumer research report showed that 9 out of 10 consumers value trust when choosing a bra

78、nd.12 Similarly,73%of retail and consumer products CEOs in our 2024 CEO study said trust will have a greater impact on their organizations success than any specific product or service.13But AI adds new dimensions to the issue of trust,with risks impacting both business partner and customer relations

79、hips.Consumers are already wary of AI in generalonly 53%trust the technology,falling from 61%over the past five years.14 And within the partner ecosystem,companies need to know that each member is practicing trustworthy AI.Retail and consumer products executives recognize that AI creates risks that

80、can erode trust.Nine in 10 say misuse,such as creating misleading information,is their top worry associated with AI models,followed by privacy(85%),fairness and bias(80%),explainability(76%),and transparency(73%).For example,biased models can alienate customers.One consumer survey revealed that almo

81、st two-thirds of consumers avoid AI-fueled recommendations because they are biased or stereotypical.15 At the same time,these risks are slowing progress with generative AI opportunities.57%of executives say data accuracy and bias is a barrier to gen AI adoption.55%also cite privacy and confidentiali

82、ty of data and 54%are concerned about cybersecurity.Despite these concerns,organizations are struggling to enable the tools that can help them manage the risks.Companies have created a foundation:87%of executives say they have clear AI governance structures.But less than a quarter of companies have

83、advanced implementation of tools to assess,monitor,and manage AI governance (see Figure 4).“Showing your work”designing solutions with explainability and transparency built inwill be critical to instilling confidence in consumers regarding your use of AI.Part three90%of executives cite misuse as the

84、ir top concern with AI models.14FIGURE 4Few brands have advanced implementation of tools to help them manage their AI governance policies and activities.Advanced implementation of tools90%build explainable models that can be easily understood and audited24%have advanced implementation of AI transpar

85、ency and explainability tools 84%have defined roles and responsibilities for all stakeholders involved in AI 11%have advanced implementation of AI accountability tools77%conduct regular risk assessments to identify potential security threats26%have advanced implementation of AI risk and safety tools

86、87%have established clear organizational structures,policies,and processes for AI governance 23%have advanced implementation of AI governance frameworks or policy toolsApproach to AI governance91%conduct ethical impact assessments to evaluate the impact of AI initiatives on different stakeholders16%

87、have advanced implementation of AI bias and fairness tools Q.To what extent do you agree with the statements about your organizations approach to AI governance?Percentages represent those who agree and strongly agree.Q.To what extent has your organization implemented tools to assess,monitor,and mana

88、ge the following?Percentages represent those who responded“fully implemented,reviewed,and updated regularly.”Case study15PepsiCo models a structured approach that enables it to scale AI responsibly.The company began by establishing a formal responsible AI framework and assembled a dedicated team to

89、support it.The team then developed comprehensive policies and standard operating procedures to operationalize their AI principles.The governance board assesses,validates,and approves gen AI use cases against its responsible AI principles,sharing best practices and accelerators,and helping mitigate r

90、isks.The company is also building a platform that provides comprehensive governance of models,inputs,and outputs.16 Regulations are also intended to support trustworthy AI,but a lack of consistent guidelines across jurisdictions complicates implementation and stalls plans.In fact,nearly half(46%)of

91、industry CEOs said their concern about regulations as a barrier to gen AI has increased in the last six months.17However,AI can help companies manage the complexity.By automating the monitoring and analysis of detailed regulatory requirements,AI enables organizations to quickly identify potential is

92、sues and take corrective action.Executives plan to significantly increase their use of AI/gen AI in regulatory compliance over the next year.In product design and development,the percent increases from 53%to 79%,for sustainability,74%to 88%,and for financial and regulatory monitoring and reporting,6

93、6%to 94%.Using gen AI to streamline regulatory management across regions18A multibillion-dollar global consumer products company operates in the highly regulated agricultural products industry.It devotes significant resources to managing compliance with local regulations,staying current with continu

94、ously changing guidelines,and integrating compliance into the product development process.To help its product compliance and development teams reduce heavy manual workloads and free up more time to work strategically,the company worked with IBM to develop a generative AI-powered regulations assistan

95、t.This solution features a conversational user interface and provides a single source of truth for over 1,000 regulations impacting worldwide operations.The regulations assistant enables product compliance employees to predict the impact of regulatory intent,summarize regulatory requirements,and com

96、pare regulations globally,faster than with manual processes.The AI tool also enables product developers to analyze the impact of regulations on product portfolios,review solution options,and query product specifications in a conversational journey.To date,the regulations assistant has demonstrated t

97、hat generative AI can orchestrate regulations data quickly and drive closer collaboration across borders to leverage regulatory success across the business.The tool also has the potential to increase efficiency by 8%to 13%,increase productivity by 10%to 15%,and increase profits by over$165 million d

98、uring the next five years.In product design and development,executives plan to increase use of AI and gen AI to manage regulatory compliance from 53%today to 79%in the next year.16Action guideMake trusted AI a brand differentiator.Customer-obsessed businesses need to deliver on what their written po

99、licies dictate for responsible AI practices.Build confidence in responsible internal uses of AI before expanding to customer-facing use cases where broken trust can damage your brand.To provide transparency and explainability,define clear guidelines to monitor for discriminatory patterns.For example

100、,conduct regular audits on historical purchasing and customer data that may reflect stereotyping and societal biases.Facilitate human-AI collaboration and oversight with training that helps employees understand and recognize fairness and bias.Prioritize diversity on your AI development teams.Establi

101、sh a data governance framework to support data provenance,helping ensure your data is authentic and trustworthy.Maintain detailed records of bias mitigation efforts,create dedicated channels for bias-related feedback,and regularly incorporate insights into system improvements.To stay ahead of an AI

102、regulatory environment that is evolving at varying paces globally,use AI solutions to capture regulatory intent across multiple channels and forecast its impact.Choose AI development tools that build in governance and regulatory compliance management end to end.Proactively compare old and new regula

103、tions to quickly identify key focus areas within impact assessments.Automate tools to stay up-to-date and streamline audit processes.Build trust with customers by being up-front about data collection as well as how and where you are using AI.Offer opt-out options and avoid tech-speak in your explana

104、tions.Exchange AI roadmaps and strategies with business partners.Demonstrate your commitment to responsible AI practices and request the same of your partners.Purge bias from your algorithms.Leverage AI to proactively navigate regulations.Be open about your use of AI with customers and partners.17Au

105、thorsDee WaddellGlobal Industry Leader Consumer,Travel&Transportation Industries IBM Consulting DittmarSenior Partner Industry LeaderRetail,DistributionIBM C HallerPartner Consumer Center of Competency LeaderIBM ConsultingKarl.H DidaskalouPartner Consumer Center of CompetencyIBM C CheungGlobal Resea

106、rch Leader Consumer Industry IBM Institute for Business Value authors would like to thank the following for their contributions to this report:From IBM Consulting:Arnab Bag,Distribution Market HCT Service Line LeaderRich Berkman,Vice President,Global Sales and Commerce Offering LeaderAmy Blasco,Part

107、ner,Digital StrategyOlga Carames,Partner and CT Leader for DistributionJon Chambers,Partner,Supply Chain Transformation Leader,EMEAGlenn Dittrich,Senior Partner Talent and TransformationJerry Edmunds,Executive Consultant,Consumer CoCShantha Farris,Global Digital Commerce Strategy and Offering Leader

108、Jose Hernandez,Global SAP Consumer Industry LeaderMark Meister,Partner,Supply Chain TransformationSteve Miszkewycz,Global Industries,Distribution Global SalesSteve Muszak,Partner,Cybersecurity Colm OBrien,Partner,Global Consumer Industry CoCElaine Parr,Vice President,Consumer Industry,EMEAJessica Sc

109、ott,Global Sustainability Services CoC LeaderFrom the IBM Institute for Business Value:Thiago Sartori,Data Scientist;Hebatalla Nashaat,Data and Content Management Manager;Steve Ballou,Director IBV Research Hub;Kathleen Martin,Senior Managing Consultant;Joanna Wilkins,Editorial Lead;Sara Aboulhosn,As

110、sociate Creative Director;Angela Finley,Design Lead18IBM Institute for Business ValueFor two decades,the IBM Institute for Business Value has served as the thought leadership think tank for IBM.What inspires us is producing research-backed,technology-informed strategic insights that help leaders mak

111、e smarter business decisions.From our unique position at the intersection of business,technology,and society,we survey,interview,and engage with thousands of executives,consumers,and experts each year,synthesizing their perspectives into credible,inspiring,and actionable insights.To stay connected a

112、nd informed,sign up to receive IBVs email newsletter at can also find us on LinkedIn at https:/ibm.co/ibv-linkedin.The right partner for a changing worldAt IBM,we collaborate with our clients,bringing together business insight,advanced research,and technology to give them a distinct advantage in tod

113、ays rapidly changing environment.Study and research methodologyThe IBM Institute for Business Value(IBM IBV),in cooperation with Oxford Economics,surveyed 1,500 global retail and consumer products executives in 15 countries in Q3 2024.50%of the sample represented retail industry and 50%represented c

114、onsumer products.Participants were asked a range of questions in various formats(such as multiple choice numerical and Likert scale).They were asked about their organizations expectations,results,concerns,and barriers for scaling or planning to scale AI/gen AI within the enterprise and across their

115、ecosystem partners.To accomplish this,the IBM IBV ran a series of contrast analyses,including pairwise comparisons and data classification using hierarchical clustering highlighting results differences as shown in this report.Significance level for all analyses was set at(p 0.05)level.About Research

116、 InsightsResearch Insights are fact-based strategic insights for business executives on critical public-and private-sector issues.They are based on findings from analysis of our own primary research studies.For more information,contact the IBM Institute for Business Value at .19Related reportsSharpe

117、ning a competitive edge with generative AI:Integrating product development,supply chains,and sustainability.IBM Institute for Business Value.June 2024.https:/ibm.co/generative-ai-consumer-products The enterprise guide to AI governance:Three trust factors that cant be ignored.IBM Institute for Busine

118、ss Value.October 2024.https:/ibm.co/ai-governance Revolutionize retail with AI everywhere:Customers wont wait.IBM Institute for Business Value.January 2024.https:/ibm.co/ai-retailNotes and sources 1 Niazi,Luq;Joe Dittmar;Karl Haller;Mahesh Dodani,PhD;and Jane Cheung.Revolutionize retail with AI ever

119、ywhere:Customers wont wait.IBM Institute for Business Value.January 2024.https:/ibm.co/ai-retail2“Driving a reimagined customer experience with an AI-powered virtual assistant.”IBM case study.Accessed November 26,2024.https:/ Bean,Randy.“How Kroger Is Using Data And AI To Drive Innovation In The Gro

120、cery Industry.”Forbes.August 26,2024.https:/ 2024 Global C-Suite Series.6 hard truths CEOs must face:How to move forward with courage and conviction in the age of AI.IBM Institute for Business Value.May 2024.https:/ibm.co/c-suite-study-ceo.Unpublished data for 281 fast-moving consumer goods and reta

121、il CEOs.5 ROI remedy:How hybrid by design can improve business returns on your tech investments.IBM Institute for Business Value.October 2024.https:/ibm.co/hybrid-by-design-ROI-remedy6 2024 Global C-suite Series.6 blind spots tech leaders must reveal:How to drive growth in the generative AI era.IBM

122、Institute for Business Value.July 2024.https:/ibm.co/cxo-tech7 Better together:How hybrid by design fuels your ecosystem engine.IBM Institute for Business Value.August 2024.https:/ibm.co/hybrid-by-design-business-ecosystems8 Goldstein,Jill,Bill Lobig,Cathy Fillare,and Christopher Nowak.Augmented wor

123、k for an automated,AI-driven world:Boost performance with human-machine partnerships.IBM Institute for Business Value.August 2023.https:/ibm.co/augmented-workforce9 Engaging talent in 2023:Employee expectations and motivations.Webinar.IBM Institute for Business Value.September 2023.10 Based on inter

124、nal IBM information.11 Goldstein,Jill,Chris Havrilla,Chacko Thomas,and Cathy Fillare.Reimagine human potential in the gen AI era:Revolutionizing work to boost business value.IBM Institute for Business Value.September 2024.https:/ibm.co/human-potential-genai12 Niazi,Luq;Joe Dittmar;Karl Haller;Mahesh

125、 Dodani,PhD;and Jane Cheung.Revolutionize retail with AI everywhere:Customers wont wait.IBM Institute for Business Value.January 2024.https:/ibm.co/ai-retail13 2024 Global C-Suite Series.6 hard truths CEOs must face:How to move forward with courage and conviction in the age of AI.IBM Institute for B

126、usiness Value.May 2024.https:/ibm.co/c-suite-study-ceo.Unpublished data for 281 fast-moving consumer goods and retail CEOs.14 Swant,Marty.“AI Briefing:Falling trust in AI poses a new set of challenges.”Digiday.March 11,2024.https:/ consumers want retailers to make AI more diverse,equitable,and inclu

127、sive,according to new Talkdesk research.”Talkdesk press release.January 18,2024.https:/ Varshney,Shobhit.“PepsiCos journey towards responsibly scaling AI.”LinkedIn blog post.June 2,2024.https:/ 2024 Global C-Suite Series.6 hard truths CEOs must face:How to move forward with courage and conviction in

128、 the age of AI.IBM Institute for Business Value.May 2024.https:/ibm.co/c-suite-study-ceo.Unpublished data for 281 fast-moving consumer goods and retail CEOs.18 Based on internal IBM information.Copyright IBM Corporation 2025IBM Corporation New Orchard Road Armonk,NY 10504Produced in the United State

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