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Shaping your multichannel Customers’
Decision Journey to maximize profits
June 2013
Nicolo Galante, Director, McKinsey
Eric Hazan, Principal, McKinsey
McKinsey on Marketing & Sales – Slideshare Brief
McKinsey & Company | 1
An ideal multichannel journey
See an item you like
McKinsey & Company |
Savoir plus
Acheter
Savoir plus
Acheter
Savoir plus
Acheter
2
An ideal multichannel journey
Tap for more information
McKinsey & Company | 3
An ideal multichannel journey
Get friends’ opinions
McKinsey & Company | 4
An ideal multichannel journey
Personalize and tailor
McKinsey & Company |
Buy and deliver
same day
Rendez-vous
Select a time to meet
with a sales person
5
An ideal multichannel journey
Buy it online or in-store
McKinsey & Company | 6
An ideal multichannel journey
Find nearest store
McKinsey & Company | 7
An ideal multichannel journey
Be “recognized” by sales staff
McKinsey & Company | 8
An ideal multichannel journey
Post opinion on social media
McKinsey & Company | 9
An ideal multichannel journey
Personal invite for the next product
McKinsey & Company |
The Consumer Decision Journey
10
Reaction to the purchase, interaction
with the product and brand
Experience
Consumer’s initial set of
brands and retailers
Consider
Selection of what to
buy, where to buy, and
how to be delivered
Buy
Evolution of the consideration set as
the consumer gathers information
Evaluate
Selection of the same brand or
retailer without reconsidering
and reevaluating
Loyalty
SOURCE: McKinsey
McKinsey & Company |
The Consumer Decision Journey is already multichannel in France
11SOURCE: McKinsey iConsumer research
23% of consumers posted a
comment or review on the retailers
Facebook page
Experience
For 30% of electronics custo-
mers, digital is the most influential
touchpoint for having a brand in
their initial consideration set
Consider
31% of customers
buy online, but pick-
up in the store
Buy
49% of customers check online to
see if the store has an item available
Evaluate
Example: Amazon Prime
members use Amazon for more
than 50% of their online
purchases
Loyalty
McKinsey & Company |
The trend toward multichannel journeys is accelerating
under the penetration of mature technologies… (1/2)
27
36
26
Voice
Email &
Msg
Social
Others
20122008
39
42
15
4
10
11
2008
PC
Mobile
Tablet
2012
56
33
78
22
0
12
Share of usage time
Percent
Share of communication time
Percent, indexed in 2008
▪ The share of
mobile in the total
usage time doubled
over the last four
years in the USA
▪ The share of voice
in the total
communication
time tend to fall
compared to social
media, websites and
apps
SOURCE: McKinsey iConsumer research
McKinsey & Company |
The trend toward multichannel journeys is accelerating
under the penetration of mature technologies… (2/2)
Share of usage time
Percent, 2012
Share of communication time
Percent, 2012
13
5
PC
69
Mobile
26
Tablet
33
13
Voice
22
Email & Msg
32
Social
Others
▪ In France, mobile
devices already
represent 31 % of
connected devices
▪ Almost half of the
communication
time is spent on
social media,
websites and
applications
SOURCE: McKinsey iConsumer research
McKinsey & Company |
Less mature technologies will accelerate this trend
14
Near Field Com-
munication (NFC)
NFC technology enrich the
use of mobile while in store
(e.g. payments)
Augmented Reality
Augmented reality enables a
real life experience while on
line
Radio Frequency
Identification (RFID)
RFID technology enables
seam-less experience while in
store
SOURCE: McKinsey analysis
McKinsey & Company |SOURCE: McKinsey iConsumer Research
The importance of each touchpoint varies by categories
Visited compe-
titor’s websites
Used a mobile
coupon site/app
Searched online
for additional
information
15
Type of research done while in store shopping
as percent of buyers doing in store mobile research
Health
and beauty
11
Clothing 13
Electronics 27
8
7
9
41
29
32
McKinsey & Company |
Four trends shape the new consumer decision journeys
From To
A different CDJ for each channels An expectation that CDJ is seamless
across channels
Digital somewhat influences
purchase behavior
Digital is critical for engaging and
converting customers
Content and commerce are clearly
separated
Lines between content and commerce
are blurring
Customers are divided in macro
segments
Customers journeys are divided in
micro segments and differ by category
16
McKinsey & Company |
Multichannel Consumer Decision Journeys represent a revenue
growth opportunity…
In-store shoppers
Multichannel shoppers
191
224
83
116
110
64
152
87
+94%
+119%
+84%
+72%
17
"How much do you spend by month at this retailer?"
Spend per month per shopper, €
Retailer 1
Retailer 3
Retailer 4
Retailer 2
▪ Over four retailers
analyzed in the UK,
multichannel
shoppers spend in
average twice as
much as in-store
only shoppers
SOURCE: McKinsey survey
McKinsey & Company |
More channels also means incremental costs
▪ Increased reach
▪ Loyalty/frequency
▪ Cross-selling/more products
Incremental revenues
▪ Launch of channel costs
▪ Customer dissatisfaction costs
▪ Systems integration costs
▪ Training costs
▪ Delivery costs
▪ Level of cannibalization
Incremental costs
18SOURCE: McKinsey analysis
McKinsey & Company |
… and there is a higher risk of customer dissatisfaction
What do we observe today?
Half of customers think "Integrating
Stores/Online/Mobile" is where retailers
need to improve shopping experience most
Only 1/3 of customers indicate that
shopping is "easy or very easy" on
Mobile
2/3 of shoppers have stopped buying
goods or services from a company after
experiencing poor customer service
19SOURCE: Public data (press)
McKinsey & Company |
Shaping your multichannel Consumer Decision Journey to maximize profit
Make tradeoffs
between channels to
drive profits
"Don’t leave piles of
money on the table"
Understand each
channel’s role in the
Consumer Journeys
20SOURCE: McKinsey analysis
Strategy
Execution
Insights
McKinsey & Company |
S
E
I
Understand each channel’s role in the
Consumer Decision Journeys
21
Magasin
Catalogue
Site Web
Application
mobile
Consideration Purchase LoyaltyExperienceEvaluation
APPAREL
EXAMPLE
McKinsey & Company |
Don’t leave piles of money on the table"
Consumer electronics example
1. Browsed/
searched
Visited
2. Formed
a cart
3. Started
check-out
4. Purchased
63.7 9.0 5.4 3.9
64 14 60 71
100.0
74.2 9.6 3.1 1.1
74 13 32 35
100.0
79.2 9.1 2.4 0.5
79 12 27 23
100.0
Conversion ratexx
22
xx Percent of visitors
SOURCE: McKinsey analysis
Player 1
Player 2
Player 3
S
E
I
McKinsey & Company |
Average player
Shelf ShelfAisle Shelf ShelfAisle
Picking movement
examples
Best in class
60 - 90
-2 €
Best observed average store
picking speeds (items/hour)
Basket profitability
155
2 €
Don’t leave piles of money on the table" Cart Picker
23SOURCE: McKinsey analysis
S
E
I
McKinsey & Company |
www.cmsoforum.mckinsey.comWWW
@McK_CMSOForum
www.youtube.com/McKinseyCMSOforum
www.slideshare.net/McK_CMSOForum
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Consumer Decision Journeys

  • 1. Shaping your multichannel Customers’ Decision Journey to maximize profits June 2013 Nicolo Galante, Director, McKinsey Eric Hazan, Principal, McKinsey McKinsey on Marketing & Sales – Slideshare Brief
  • 2. McKinsey & Company | 1 An ideal multichannel journey See an item you like
  • 3. McKinsey & Company | Savoir plus Acheter Savoir plus Acheter Savoir plus Acheter 2 An ideal multichannel journey Tap for more information
  • 4. McKinsey & Company | 3 An ideal multichannel journey Get friends’ opinions
  • 5. McKinsey & Company | 4 An ideal multichannel journey Personalize and tailor
  • 6. McKinsey & Company | Buy and deliver same day Rendez-vous Select a time to meet with a sales person 5 An ideal multichannel journey Buy it online or in-store
  • 7. McKinsey & Company | 6 An ideal multichannel journey Find nearest store
  • 8. McKinsey & Company | 7 An ideal multichannel journey Be “recognized” by sales staff
  • 9. McKinsey & Company | 8 An ideal multichannel journey Post opinion on social media
  • 10. McKinsey & Company | 9 An ideal multichannel journey Personal invite for the next product
  • 11. McKinsey & Company | The Consumer Decision Journey 10 Reaction to the purchase, interaction with the product and brand Experience Consumer’s initial set of brands and retailers Consider Selection of what to buy, where to buy, and how to be delivered Buy Evolution of the consideration set as the consumer gathers information Evaluate Selection of the same brand or retailer without reconsidering and reevaluating Loyalty SOURCE: McKinsey
  • 12. McKinsey & Company | The Consumer Decision Journey is already multichannel in France 11SOURCE: McKinsey iConsumer research 23% of consumers posted a comment or review on the retailers Facebook page Experience For 30% of electronics custo- mers, digital is the most influential touchpoint for having a brand in their initial consideration set Consider 31% of customers buy online, but pick- up in the store Buy 49% of customers check online to see if the store has an item available Evaluate Example: Amazon Prime members use Amazon for more than 50% of their online purchases Loyalty
  • 13. McKinsey & Company | The trend toward multichannel journeys is accelerating under the penetration of mature technologies… (1/2) 27 36 26 Voice Email & Msg Social Others 20122008 39 42 15 4 10 11 2008 PC Mobile Tablet 2012 56 33 78 22 0 12 Share of usage time Percent Share of communication time Percent, indexed in 2008 ▪ The share of mobile in the total usage time doubled over the last four years in the USA ▪ The share of voice in the total communication time tend to fall compared to social media, websites and apps SOURCE: McKinsey iConsumer research
  • 14. McKinsey & Company | The trend toward multichannel journeys is accelerating under the penetration of mature technologies… (2/2) Share of usage time Percent, 2012 Share of communication time Percent, 2012 13 5 PC 69 Mobile 26 Tablet 33 13 Voice 22 Email & Msg 32 Social Others ▪ In France, mobile devices already represent 31 % of connected devices ▪ Almost half of the communication time is spent on social media, websites and applications SOURCE: McKinsey iConsumer research
  • 15. McKinsey & Company | Less mature technologies will accelerate this trend 14 Near Field Com- munication (NFC) NFC technology enrich the use of mobile while in store (e.g. payments) Augmented Reality Augmented reality enables a real life experience while on line Radio Frequency Identification (RFID) RFID technology enables seam-less experience while in store SOURCE: McKinsey analysis
  • 16. McKinsey & Company |SOURCE: McKinsey iConsumer Research The importance of each touchpoint varies by categories Visited compe- titor’s websites Used a mobile coupon site/app Searched online for additional information 15 Type of research done while in store shopping as percent of buyers doing in store mobile research Health and beauty 11 Clothing 13 Electronics 27 8 7 9 41 29 32
  • 17. McKinsey & Company | Four trends shape the new consumer decision journeys From To A different CDJ for each channels An expectation that CDJ is seamless across channels Digital somewhat influences purchase behavior Digital is critical for engaging and converting customers Content and commerce are clearly separated Lines between content and commerce are blurring Customers are divided in macro segments Customers journeys are divided in micro segments and differ by category 16
  • 18. McKinsey & Company | Multichannel Consumer Decision Journeys represent a revenue growth opportunity… In-store shoppers Multichannel shoppers 191 224 83 116 110 64 152 87 +94% +119% +84% +72% 17 "How much do you spend by month at this retailer?" Spend per month per shopper, € Retailer 1 Retailer 3 Retailer 4 Retailer 2 ▪ Over four retailers analyzed in the UK, multichannel shoppers spend in average twice as much as in-store only shoppers SOURCE: McKinsey survey
  • 19. McKinsey & Company | More channels also means incremental costs ▪ Increased reach ▪ Loyalty/frequency ▪ Cross-selling/more products Incremental revenues ▪ Launch of channel costs ▪ Customer dissatisfaction costs ▪ Systems integration costs ▪ Training costs ▪ Delivery costs ▪ Level of cannibalization Incremental costs 18SOURCE: McKinsey analysis
  • 20. McKinsey & Company | … and there is a higher risk of customer dissatisfaction What do we observe today? Half of customers think "Integrating Stores/Online/Mobile" is where retailers need to improve shopping experience most Only 1/3 of customers indicate that shopping is "easy or very easy" on Mobile 2/3 of shoppers have stopped buying goods or services from a company after experiencing poor customer service 19SOURCE: Public data (press)
  • 21. McKinsey & Company | Shaping your multichannel Consumer Decision Journey to maximize profit Make tradeoffs between channels to drive profits "Don’t leave piles of money on the table" Understand each channel’s role in the Consumer Journeys 20SOURCE: McKinsey analysis Strategy Execution Insights
  • 22. McKinsey & Company | S E I Understand each channel’s role in the Consumer Decision Journeys 21 Magasin Catalogue Site Web Application mobile Consideration Purchase LoyaltyExperienceEvaluation APPAREL EXAMPLE
  • 23. McKinsey & Company | Don’t leave piles of money on the table" Consumer electronics example 1. Browsed/ searched Visited 2. Formed a cart 3. Started check-out 4. Purchased 63.7 9.0 5.4 3.9 64 14 60 71 100.0 74.2 9.6 3.1 1.1 74 13 32 35 100.0 79.2 9.1 2.4 0.5 79 12 27 23 100.0 Conversion ratexx 22 xx Percent of visitors SOURCE: McKinsey analysis Player 1 Player 2 Player 3 S E I
  • 24. McKinsey & Company | Average player Shelf ShelfAisle Shelf ShelfAisle Picking movement examples Best in class 60 - 90 -2 € Best observed average store picking speeds (items/hour) Basket profitability 155 2 € Don’t leave piles of money on the table" Cart Picker 23SOURCE: McKinsey analysis S E I
  • 25. McKinsey & Company | www.cmsoforum.mckinsey.comWWW @McK_CMSOForum www.youtube.com/McKinseyCMSOforum www.slideshare.net/McK_CMSOForum Stay connected: McKinsey’s Chief Marketing & Sales Officer Forum

Notas del editor

  1. Hélène est invitée chez une amie pour un dîner.Elle aperçoit le sac à main de sa voisine et elle souhaite absolument l’avoir.
  2. Avec son smartphone, elle touche le sac (NFC).Sur l’écran, elle peut regarder les différentes versions du sac, avec des informations sur : - les méthodes de fabrications - les défilées de mode - les célébrités qui ont ce sacBOSE : chaque casque à une puce NFCEBAY MOTORS : app où on peut prendre une voiture en photo et l’app cherche des offres de ce modèle de voiture sur le siteNET-A-PORTER et ASOS : fournissent beaucoup d’informations sur chaque produit depuis leur site (célébrités avec le sac, vidéos des défilées, histoire, …)
  3. Grâce à un virtual showroomsur son application mobile, application qui connait sa taille et ses goûts, Hélène peut créer des photos d’elle-même portant le sac.En un clic, elle envoie ces photos à ses amies pour avoir leur opinion depuis ses réseaux sociaux.OSCAR DE LA RENTA : technologie TrueFit qui connait les préférences et la taille du client et lui propose des habits à sa taille et à son goûtWARBY PARKER et KRIS : place des lunettes sur des photos du client depuis son site internet
  4. Toujours depuis sont smartphone, elle peut personnaliser son futur sac à main.Par exemple, elle peut apposer ses initiales dessus ou spécifier certaines caractéristiques du sac.HERMES, LV, BURBURRY : possibilité de personnaliser le produitLV : Mon Monogram pour apposer ses initiales (http://www.louisvuitton.fr/front/#/fra_FR/Collections/Homme/Mon-Monogram)HERMES : écrire sur son carré HermesBURBURRY : Bespoke pour totalement personnaliser son trenchcoat (http://us.burberry.com/store/bespoke/)
  5. Maintenant qu’elle a finalisé le choix de son nouveau sac à main, elle doit choisir entre l’acheter : - en ligne (elle peut avoir une livraison chez elle le jour même) - en magasin (elle peut vérifier que le produit est bien en stock)GALERIE LAFAYETTE : possibilité de prendre RDV depuis le site Internet NEIMAN MARCUS : bouton « Find in store » depuis le site Internet
  6. Elle décide d’aller en magasin.Son smartphone lui indique le magasin le plus proche qui a son sac en stock.Elle prend RDV depuis son téléphone pour aller chercher le sac.NEIMAN MARCUS : bouton « Find in store » depuis le site Internet avec module pour trouver un magasin proche (e.g., “look in 20 miles radius”)
  7. En arrivant, son smartphone envoie un signal.Un vendeur sait qui est Hélène et va l’accueillir.NEIMAN MARCUS et SEPHORA : ont une applications qui permet cela
  8. Très heureuse de son expérience multi canal, elle poste en ligne son opinion sur ses réseaux sociaux.BLOOMINGDALE’S et BERGDORFGOODMAIN: a une équipe de 20-30 personnes (approx.) qui répondent en direct à tous commentaires laissés par les clients sur les réseaux sociaux
  9. Deux semaines après, Hélène reçoit un message personnalisé du vendeur qui l’invite à revenir au magasin essayer une nouvelle écharpe qui va bien avec son sac à main…Et le cycle recommence.
  10. Cette intégration de multiples canaux va continuer avec l’arrivée progressive de nouvelles technologies :- Le NFC- La réalité augmentée- Le RFIDTAGHEUER : une application en ligne permet de “mettre” la montre au poignet.CASINO : une application mobile sans contact NFC qui permet aux détenteurs de smartphone compatible, de scanner leurs produits en rayon ou de gérer leur panierBURBERRY : Une puce RFID permet avec les nouveaux articles Burberry d’être “lu” par votre smartphone. Par exemple, le téléphone fait apparaitre des courtes vidéos montrant la genèse du produit ou un défilé avec le produit.
  11. Bien sûr, le rôle de chaque canal dépend de la catégorie de produit.- Les consommateurs de produits électroniques comparent avant tout les prix- Les applications de coupons de réduction ne sont pas encore très rependues en Europe- La recherche d’information est maintenant une pratique rependue mais les consommateurs des produits de beauté font encore plus de recherche d’informations complémentaires
  12. Si le CDJ multicanal est une réalité aujourd’hui, c’est aussi car il s’agit d’une opportunité d’augmenter ses ventes.Ainsi, on voit parmi ces distributeurs anglais une différence importante des ventes entre les clients n’utilisant que les magasins et les clients utilisant plusieurs canaux pour acheter.
  13. Cela étant dit, il ne s’agit pas d’investir dans tous les canaux.En effet, un investissement à tous azimuts permettra certes une augmentation du CA, mais pas autant que les coûts.Il faut donc agir avec prudence dans le choix de ses canaux afin de protéger sa marge.
  14. De plus, l’état de l’art sur les CDJ multi canaux fait que il existe un vrai risque de ne pas être à la hauteur des attentes de clients.- L’expérience d’acheter sur mobile ne satisfait pas plus de 2 tiers des consommateurs.- La moitié des consommateurs estime que c’est l’intégration des canaux qui mérite le plus de travail à l’heure actuelle- Si on n’est pas au niveau, c’est deux tiers des clients qui risquent de partir
  15. A travers cet exemple d’un acteur dans le marché vestimentaire, nous voyons que chaque canal peut être plus ou moins influent suivant l’étape du CDJ.Lors de son choix de canal, il s’agit de garder en tête le rôle de chaque afin d’être présent dans chaque étape du CDJ.
  16. Finalement, une fois la stratégie décidée, la mise en place est clés pour capturer tout le potentiel de vente.Ainsi, sur ces exemples, on voit qu’il peut exister de très grandes différences à chaque étape d’un parcours client sur un site Internet.Que ce soit dans la recherche de l’article ou dans la finalisation de l’achat. On peut perdre jusqu’à 80% de son potentiel de vente à cause d’un site sous optimal.