Retail 2.0 Strategy - Perfect Store PDF

Multi-channel Retail
Retail 2.0 “Perfect Store”
Business Model

Retail 2.0 – Perfect Store
RETAIL MERCHANDISING
Sales Analysis – Retail Data Warehouse
Retail Proposition – Store Tier / Clustering
Product Catalogue – Master Data Management
In-store Systems – EPOS (Tills) and SEL (Label Printing)
Planning and Forecasting – Provisioning and Replenishment
Multi-channel Retail Architecture – In-store, Catalogue, On-line, Mobile
Category Management - Product Assortment and Mix, Shelf / Space Planning.
Retail Marketing – Customer Profiling and Segmentation – Offers, Promotions and Campaigns
Customer Centric Retailing - “Customer First” – Customer Loyalty, Offer, Experience & Journey
Si nous faisons la même vieille chose, de la même vieille manière, nous obtiendrons toujours les mêmes vieux résultats…..

Retail 2.0 “Perfect Store” Domains
RETAIL 2.0
DOMAINS
BUY MOVE SELL
Planning and
Forecasting
Procure Provision
and
Replenish
Logistics Customer
Management
Channels Marketing Retail
Operations
Head Office
Future
Management
Strategic
Foresight and
Future Studies
Sustainability
Renewable
Resources
Future Logistics
Landscape
Social Anthropology
Ethno-graphics
Demographics
Future PDA Hand
Held Device and
Smart Device
Propositions
Future Retail
Markets and
Opportunities,
Future Retail
Landscape
Future Retail
Policy and
Legislation
Strategy and
Planning
Store Tiers /
Clustering
Product
Assortment and
Mix
Vendor
Management
Strategy
Category
Management
Strategy
RFID
Wireless
GPRS / UMTS
/ WAP
Hand Held Device
and PDA
Customer Insight
and Loyalty Strategy
Mass Customisation
Micro-marketing
Channels Strategy
MVNO / MVPN
Propositions
Smart Devices -
Planning and
Transition
Retail
Proposition and
Customer Offer,
Customer
Experience and
Journey,
Governance,
Reporting and
Controls
 IFRS
 SOX
Business
Operations
Planning and
Demand
Forecasting
Contracts and
Framework
Agreements
Purchasing
Schedules and
Call-off
Inventory and
Provisioning
Logistics
Operations
Value Chain
Management
Customer
Management
Business Operating
Model (BOM)
Channels Business
Operating Model
(BOM)
Offers and
Promotions
Management
Product /
Category
Management
Retail Operations
Business
Operating Model
(BOM
Value Chain
Management
Retail
Performance
Reporting, and
Management
 DWH
 BI
 Analytics
Architecture Planning and
Forecasting
Architecture
Vendor
Management
and
Procurement
Architecture
Inventory,
Provisioning
and
Replenishment
Architecture
Supply Chain,
Architecture
Customer Domain
Architecture
Channel
Architecture
PLCM / CRM
Architecture
EPOS / Retail
Merchandising
Architecture
Financials,
Reporting and
Analytics
Architecture
Solution
Architecture
Planning and
Forecasting
Solutions Design
Procurement
Solution Design
Inventory,
Provisioning
and
Replenishment
Solution Design
Supply Chain,
Solution Design
CRM Systems
Call Centre and
Contact Centre
Solution Design
Channel; Access
Solution Design
PIMS and
Campaign
Management
Architectures
EPOS / Retail
Merchandising
Solution Design
Performance
Management
DWH and BI
Systems
Management
Planning and
Forecasting
Systems
Manugistics,
Quantum
Procure-to-Pay
Systems
JDA Retail
Oracle Retail
SAP IS / Retail
Provisioning
Systems
JDA Retail
Oracle Retail
SAP IS / Retail
GIS Mapping and
Network Gazetteer
Supply Chain
Systems
CRM Systems
Call Centre and
Contact Centre
Systems
Content
Management
e-commerce
Systems
PIMS / CRM
and Campaign
Systems
JDA Retail
Oracle Retail
SAP IS / Retail
EPOS / Retail
Salas Systems
and CRM
Systems
Record-to-Report
Systems
JDA Retail
Oracle Retail
SAP IS / Retail
IBM FileNet, EDM
Infrastructure
Management
Retail
Infrastructure
Monitoring and
Control
Warehouse and
Distribution
Automation
Multi-media Channel
Access and
Fulfilment
Multi-media Channel
Access and
Fulfilment
Business Continuity
On-demand
Computing and
Shared
Services
EPOS Network
Infrastructure
Monitoring and
Control
Desktop Services
Client Inventory,
Provisioning, Help
Desk and Support
Key Basic Industry Sector Familiarity /
Understanding
Good Segment Understanding / Previous Experience Current Segment / Business Unit Knowledge

Fast Fashion Retailing and Digital Brand Management
FAST FASHION RETAILING and BRAND MANAGEMENT
In Europe, consumer spending through the recession has been re-focussed on either Value Brands or Luxury Goods
Marques - squeezing revenue and profit out of Retailers with mid-market Retail Propositions and traditional middle-of-the-road
Branding Strategies. Traditional Fashion Retailers have two seasons – Spring / Summer and Autumn / Winter - where popular
lines are retained year-on-year. Fast Fashion Retailers (New Look, Primark, Next - where Fast Fashion lines are only
available in-store for a few days or weeks, and Fast Fashion items are not subsequently repeated – unless they are popular
enough to become Standard Lines) are growing fast – mostly at the expense of those conventional retailers with traditional
Spring / Summer and Autumn / Winter Seasons which often feature “signature” popular repeatable standard core lines -
always available in-store, season on season, year on year.....
Fast Fashion and Luxury Goods Retailers are now under intense competitive pressure to drive down costs by adopting a
more Lean / Agile Supply Chain Model (a la mode de Wal-Mart), and by improving Supplier Relationships and Strategic
Vendor Management. Fast Fashion Retailers are also required to be better at exploiting On-line and Mobile Sales Channels -
which are growing much faster than traditional In-store and Catalogue Channels. Customers still like to mix-and-match Sales
Channels - unwanted items purchased On-line are often exchanged In-store for replacement or refunds.
Consumers are becoming increasingly better educated. Across many urban conurbations in the Southern part of the UK,
young people purchase cheap fashion items frequently and in large numbers - these items are worn for a single season (or
until they fall apart.....) and are viewed by consumers almost as disposable items. Young consumers with similar disposable
incomes in major Cities in Scotland and Northern Italy, for example - will spend the same amount of money in a season on
just a few items chosen very carefully from Luxury Goods Brands – and then keep them in their wardrobe for many years.....
The sudden proliferation of pervasive Smart Devices communicating via the Smart Grid with the Cloud indicates that we may
have just witnessed the beginning of a startling new episode in technology driven consumer behaviour – the advent of the
always-on digital connected society – Smart individuals living in Smart households within the Smart Cities of the future. Smart
Phones such as the Apple iPhone, HTC Desire, Google Nexus One, Windows Phones – are enabling innovative and engaging
Customer Experience and Journey Stories, both in-store and mobile, including Social Media Conversations..

Luxury Goods Retailing and Digital Brand Management
LUXURY GOODS RETAILING and BRAND MANAGEMENT
Luxury Goods companies have traditionally targeted two primary “old money” customer segments – affluent
fashion-conscious socialites (age range 25-35) who follow the skiing, sailing and social seasons in major cities and
exclusive resorts in either Europe or America - and retired or semi-retired individuals (age range 55-65) who have
created and accumulated significant wealth during their Business and Professional careers – and who now have
significant time and money available to devote towards their interests and leisure pursuits. Families are raised in
the Gap Years (age range 35-55).
Many familiar Luxury Goods brands now belong to just a few Luxury Brand Aggregators such as French PPR, and
Louis Vuiton Moet Hennessy (LVMH) – along with the Swiss luxury goods conglomerate Richemont. In any
economic downturn, these Brand Aggregators are no longer able to drive increased growth sufficient to meet their
Shareholder expectations or maintain volume targets from Business Partner / Stakeholders, in traditional Markets
and Customer Segments – and so are forced to expand their Market Coverage, Product Ranges and Brand
Footprints (and at the same time risk suffering the dual unforeseen consequences of erosion of Product
positioning, desirability and cache – along with the dilution of core Brand recognition, perception and value).
Today, the new Luxury Goods marketing focus has turned towards two “new money” customer segments - newly
wealthy individuals in the emerging economies of the BRICS;s (Brazil, Russia, India and China) – and young
Media and Entertainment Professionals and Elite Team Sports Athletes (age range 20-30) in the West. Goldman
Sachs forecast that China will be buying one 3rd of the world's luxury goods in under a decade,,,,,
• Young Media and Entertainment Professionals and Elite Team Sports Athletes (age range 20-30)
• New, Emerging and Developing Markets for Luxury Goods– Brazil, Russia, India China (the BRICs) •

Multi-channel Retail - Strategy

Strategy Development

Strategy Development and Business Transformation
1. Business Strategy
1.1. Business Innovation
- Manufacturing, Procurement, Logistics
- Products and Services
- Partners and Channels-to-market
- Retail Proposition and Customer Offer
- Customer Experience and Journey
- Service Delivery Channels
- Service Management
1.2. Strategy Discovery
- Business Drivers, Mission, Strategy
- Outcomes, Goals, Objectives
1.2. Strategy Development
- CSF’s, KPI’s, Business Metrics
- Strategy Packs
2. Business Transition
2.1. Business Transition Planning
2.2. Business Process Design
2.3. Business Programme Planning
2.4. Business Change Management
3. Organization Management
4. Human Resource Management
5. Business Operating Model
5.1 Operational - Process Execution, Integration and
Orchestration
5.2 Tactical - Analysis, Reporting and Communication
5.3 Strategic - Command, Control and Co-ordination
6. Business Process Outsource
6.1. Business Process Outsource Planning
6.2. Business Process Outsource Transition
7. Business Process Management
7.1. Business Process Re-engineering
7.2. Continuous Process Improvement
8. Enterprise Performance Management
9. Business Programme Management
9.1. Benefits Realisation
9.2. Communications
9.3. Stakeholder Management
10. Project Portfolio Management
10.1. Resource Management
- Programmes, Projects, Work Streams
- Deliverables, Milestones
- Activities, Tasks, Resources
11. Enterprise Portfolio Management
11.1. Function Library
11.2. Service Catalogue
11.3. Application Inventory
11.4. Infrastructure Portfolio
12. Technology Planning & Strategic Investment
12.1. IS / IT Strategy
- Strategic Architectures & Technologies
- Strategic Vendors & Products
12.2. IS / IT Architecture
- Blueprints, Roadmaps, Transition Planning
12.3. Technology Planning
- Platform Replacement
- Technology Refreshment
12.4. Strategic Investment
- Key Technology Enablers & “Quick Wins”
EA-envision: The Enterprise Framework for Business Transformation
Strategy Development Topics Business Transformation Topics

Retail 2.0 “Perfect Store”
Retail Proposition
Customer Profiling
Customer Segmentation
Customer Offer
Customer Experience
Customer Journey
“Take hold of your future - or your future will take hold of you…..” (Patrick Dixon - Futurewise. 2005)
CRM Strategy
Social Media Strategy
Customer Loyalty
Customer Insights
Offers and Promotions
Customer Campaigns and influencer Programmes

Delivering the Customer Relationship Strategy & Vision
• Enhancing the Customer Experience and Journey via innovative Product
and Service Differentiation: -
– Customer Profiling and Segmentation – profiling and allocating every
individual Customer to a specific Segment and Stream – and planning
appropriately to service those Segments and Streams.
– Micro-marketing – understanding the unique needs of every individual
Customer (e.g. product / feature / function / option) – and responding
appropriately to service those needs.
– Mass-customisation – packaging attractive product / service offerings (e.g.
appliance / consumables / extended warranty) - to meet the unique
requirements of specific Customer Streams and Segments.
– Contact Centre Management - capturing every inbound/outbound contacts
from every direct/indirect source
– Information Discovery – identifying trends, patterns and hidden relationships
in the Enterprise Data Warehouse
– Customer Insight – Using Customer Profiling and Segmentation, Social Media,
geo-demographic and other behavioural data for Propensity Modelling,
defection/churn detection, and up/cross-sell
– Campaign Management – responding to Customers according to their needs –
customisation / personalisation

The Retail Cycle
Source /
Purchase
‘Buy’
Provision /
Replenish
‘Move’
Merchandising
/ Multi-channel
Retail / POS
‘Sell’
Analysis /
Insight
‘Report’
Planning /
Forecasting
‘Plan’
Shared
Services
‘Support’
Head Office Functions Retail Operations
Buy – Move – SellPlan – Support – Report
Procurement Logistics MerchandisingPlanning Support Analytics

Retail Cycle v. Retail Primitives
Product
Customer
Basket
Where?
Who?
What?
Store
Why? How?
When?
Motivation Sale
Time
Planning /
Forecast
‘Plan’
Source /
Procure
‘Buy’
Analysis /
Insight
‘Reporting’
Marketing /
Advertising/
‘Promote’
Supplier Location
What / Why? Where / How?
Provision /
Replenish
‘Move’
Merchandising
/ Retail / POS
‘Sell’
Category Tier
Head Office Functions Retail Operations
Customer
ChannelCampaign
Promotion
Offer
Sourcing Site

Formulating the Retail Proposition & Customer Offer
• Formulating the Retail Proposition / Customer Offer.
– Retail Proposition – transforming the Retail Strategy into the Retail Proposition
- Store Tier/Location cluster and Product Assortment & Mix
– Customer Centric Retailing – “Customer First” - using Social Media and
Customer Insights to maximise customer satisfaction and revenue
– Customer Offer – offering customer segments the widest possible range of
products and services of interest to them via a choice of multi-media contact
channels, intermediaries and service access methods
– Brand Management – planning the customer loyalty strategy and publicising the
Customer offer through Digital Brand Management
– Customer Loyalty – maintaining detailed Customer Information and discovering
Insights through customer loyalty and brand management
– Customer Journey – planning the customer experience and journey through
Customer Loyalty / Insight and Up-sell / Cross-sell Campaigns
– Customer Experience - ensuring consistency, quality and an attractive
Customer Experience across every contact channel and social media site for a
high quality, compelling and rewarding Customer Journey

The Eight Primitives
The Eight Primitives…..
Who – Customer
What – Product
Where – Location
Why – Campaign
When – Time
How – Payment Method
Which – Store Tier / Cluster`
Via – Sales Channel
What ?
Who ?
Basket
Location
Customer
Category / Product
Where ?
Motivation Payment Method
Time
Why ? How ?
When ?
Retail Fact Table
Retail Dimension Tables
Via ? Which ?Sales Channel Store / Tier
Campaign
Offer / Promotion

The Eight Primitives v. Retail Dimensions
Product
Customer
Basket
Where?
Who?
What?
Location
Why? How?
When?
Motivation Sale
Time
Retail Fact Table
Retail Dimension Tables
Retail Dimensions
Customer – Who
Product – What
Location – Where
Campaign – Why
Time – When
Payment Method – How
Store / Tier Cluster – Which
Sales Channel – ViaChannel StoreVia ? Which ?

Retail Data Discovery
Product
Customer
Basket
Where?
Who?
What?
Store
Why? How?
When?
Motivation Sale
Time
Supplier Location
Category Tier
ChannelCampaign
Promotion
Offer

Retail Entities Expanded…..
Product
Customer
Basket
Where?
Who?
What?
Store
Why? How?
When?
Motivation Sale
Time
Category
Supplier
Tier
Clustering
Classification
Sourcing
Location
Site
Product
Assortment & Mix
Category Selection v. Store Tier
RegionType
ChannelCampaign
Promotion
Offer

The Customer Domain
Customer
Basket
Stream
Segment
Streaming
Segmentation
Card
Issuer
Payment
BankCash
Finance
In-Store Internet
Channel
Sale
Call Centre
GeographicDemographic
Lifestyle Behaviour
Profiling

Retail Strategy Development
Product
Customer
Basket
Category
Supplier
Stream
Segment
Where?
Who?
What?
Store
Tier
Clustering
Streaming
Segmentation
Customer
Insight
Classification
Why? How?
Time
When?
Retail PropositionCustomer Offer
Sourcing
Location
Site
Product
Assortment & Mix
Motivation
Campaign
SelectionResponse
Contact
Promotion Offer
Advertising
Marketing
Contribution
Card
Issuer
Payment
BankCash
Finance
In-Store Internet
POS
Sale
Call Centre
Customer ExperienceCustomer Journey
VisitSelection
GeographicDemographic
Lifestyle Behaviour
Category Selection v. Store Tier
• Awareness
• Interest
• Need
• Desire
Profiling
What
/ Why?
Where
/ How?
Customer
Service
Product
Support
CRM CEM
Big Data BI
PIMS
Analytics EPM
E-Retail
Card
Services
Media
Services
DW/H ERP

Retail 2.0 Digital Transformation
Throughout eternity, all that is of like form comes around again –
everything that is the same must return again in its own
everlasting cycle.....
• Marcus Aurelius – Emperor of Rome •

Retail 2.0 Digital Transformation
Part 2
Part 4
Part 3
Part 1
Strategic Enterprise
Management Framework
Enterprise Target Operating
Model (eTOM)
Future Management
and Innovation Plans
Solution Architecture
Enterprise Architecture
Model and Roadmap
Business Programme
Plan / Project Plans
Infrastructure
Architecture
Business Operating
Model (BOM)
Business Architecture
Strategic Outcomes,
Goals & Objectives
Innovation, Research
and Development
Business Programme
Management
IS / IT Strategy
Technology Strategy
Systems Planning
Enterprise Governance,
Reporting and Controls
Infrastructure Planning
Business Planning
Organisation Structure
Retail 1.0 Strategic Foresight
Organisational
Change
Framework
NGE – Next-
Generation
Enterprises
Collaborative
Business
Models
Service
ConvergenceI
Business
Transformation
Technology Change
NGA- Next-
Generation
Architectures
Enterprise
Application
Integration
Technology
ConvergenceI
Buy Move Sell
Smart
Devices
Mobile
Platform
Cloud
ServicesRetail 2.0
I
Transition - Retail 1.0 to Retail 2.0 “Perfect Store” Business Operating Model = InnovationI

Retail 2.0 “Perfect Store” – Architecture Landscape
Hybris / IBM
WebSphere
SAP NetWeaver
Pi and/ or
IBM MQSI
SAP IS/Retail
SAP CRM
Stebo or IBM
Product Centre
Internet
Contact
Centre
Mobile
3rd Party
E-commerce
Platform
Integration
Platform
Retail
Platform
CRM
Platform
Catalogue
Platform
Internet
Contact
Centre
Mobile
3rd Party
ATG Dynamo Oracle Fusion Oracle Retail
Oracle CRM
Stebo or
Kalido
Internet
Contact
Centre
Mobile
3rd Party
SAP Solution Architecture
Oracle Solution Architecture
Customer
Loyalty
In-store
Systems
Customer
Loyalty
EPOS / SEL
Customer
Loyalty
EPOS
Sales Channels
Fulfilment Channels
Sales Channels Fulfilment Channels
In-store
Home
Delivery
In-store
Home
Delivery
In-store
Home
Delivery
Retail 2.0 “Perfect Store” Multi-channel Enterprise Architecture
Data
Warehouse
Head Office
Shared Services
BI / BO / BW
HANA
SAP ECC7,
ERP
Oracle OBIE
Oracle e-
Business
Suite
Social Media Real-time
Analytics
Mobile
Platforms Cloud Digital Channels
Social Media
Conversations

PS0004
Shelf / Space
Allocation
PS0001
Customer Offer
PS0002
Retail
Proposition
PS0003
Pricing
PS0019
Marketing
Communications
(Advertise)
PS0012
Customer
Segmentation
PS0009
Global CRM
PS0011
Marketing
Services -
(Analysis and
Research)
PS0010
Customer
Experience and
Journey
PS0006
Product
Assortment and
Mix
PS0008
Forecasting and
Replenishment
PS0007
Global Category
& Supplier
PS0021
Sales Analysis
and Value Chain
Reporting
PS0022
Global Product
Sourcing
PS0023
Global Supply
Chain
PS0014
BUY
(Procurement)
PS0016
SELL
Retail
Merchandising
PS0015
MOVE
(Logistics)
PS0017
Public Relations
PS0024
Global Shared
Services
PS0005
Business
Planning
PS00029
Analytics
PS0027
Social
Intelligence
PS0028
Digital Platforms
& Multi-channel
Retail
Digital Channels & Analytics
Retail Merchandising & LogisticsHead Office
Customer Relationship Management
PS0018
Customer
Information &
Services
PS0013
Customer
Loyalty
Customer
Services
PS0025
Global Product
Catalogue
PS0020,
Offers and
Promotions
PS0026
Local Product
Catalogue
Multi-channel Retail - Process Groups

Retail Architecture Roadmap
b
ERP Roll-out
Product
Management
Customer Management
Prepare Blueprint Realisation
Current
State Enterprise Application Integration
Implement
Requirements
Blueprint
Design
ERP PoC
Build
Rehearsals
Cut-Over
QUICK WIN – Product Information Management / Master Data Management
Validate
PoC
Process Fitness Programme –Strategy Roadmap
PoC
Strategy
Plan
Mobilisation
Requirements
Blueprint MDM PoC
Plan
Design
Build
Implement
Requirements
Blueprint
CRM PoC
Strategy
Plan
Design
Build
Future
State
Plan
Message
Formats
EAI PoC
Requirements
EAI Platform
EAI-Build
EAI-Deploy
EAI Services
EAI-Design

Fast Fashion Retailing and Digital Brand Management
The fastest growing sales Channels for both Fast Fashion and Luxury Goods are Smart Apps on Mobile
Phones. Innovative new Retail Business Operating Models such as “Retail 2.0” and “Perfect Store” are driving the
development of these new Channels. For example, when a Customer enters a store, the Retailer of the Future can
detect and identify him from his Smart Phone Number, as the Customer accesses the In-store WiFi or WiMAX
Network Connection. Based on vast amounts of data describing in detail their intimate consumer behaviour – we
can alert the consumer to relevant In-store offers and promotions – based on Propensity Modelling –similar in
content and style to those offers and promotions the customer has responded to positively in the past When a
Customer Tweets that she is going to buy a “little black cocktail dress” – we can initiate a Social Media Conversation
.
Retail 2.0 and Perfect Store Business Operating Models and Customer Experience and Journey Business Value
Propositions are being driven by technology enablement such as Multi-channel Retail (eCRM), and Social Media
(sCRM), supported by SMAC Digital Technologies – Social Media, Mobile Platforms - Smart Apps and Mobile
Devices, Data Science, Big Data and Real-time Analytics @ Point-of-Sale: -
• Retail Business Models – “Retail 2.0” • “Perfect Store” •
• Retail Strategy – Retail Proposition • Channels • Media •
• Business Value Propositions – Customer Offer, Experience and Journey •
• Mobile Technologies – Mobile Computing • Smart Devices • Smart Apps •
• Customer Strategy – Customer Loyalty • Offers • Promotions • Campaigns •
• Retail Business Transformation – New Social Structures • Cultural Change •
• Emerging Technologies – Real-time Analytics @ POS • Smart Grid • Cloud Services
• Social Marketing – Internet Intelligence • Product Placement • Crowd Sourcing Events
• Fulfilment – Service Access • Service Brokering • Service Provisioning • Service Delivery

Luxury Goods Retailing and Digital Brand Management
Increasingly, many Luxury Brands are also launching more accessible entry-level Product Ranges in order to attract
younger, technically-savvy and fashion-aware mass-market consumers - to introduce them to a Lifestyle Experience
and Journey that creates brand loyalty and lock-in with entry-level Luxury Goods Product ranges. As these young,
mobile consumers careers develop and they begin to generate increased disposable income they also begin to
purchase "big-ticket" Luxury Goods items from their favourite Design Guru or Lifestyle Icon.....
• Mass-market younger, technically-savvy and fashion-aware consumers
• Entry-level Luxury Goods Product Ranges – Perfume, Cosmetics, Casual Wear, Sporting Goods
Retail 2.0 and Perfect Store Business Operating Models and Customer Experience and Journey Business Value
Propositions are being driven by technology enablement such as Multi-channel Retail (eCRM), and Social Media
(sCRM), supported by SMAC Digital Technologies – Social Media, Mobile Platforms - Smart Apps and Mobile
Devices, Data Science, Big Data and Real-time Analytics @ Point-of-Sale: -
• A winning Customer Contact Strategy to reach out to your target audience
• A stunning Customer Experience to engage and retain your target audience
• Understanding of Customer Profiling and Segmentation - to define your niche
• A unique Customer Offer and Journey to instil desire for your Ranges and Lines
• An enthralling Customer Experience to cultivate Consumer aspiration and desire
• An amazing Customer Journey Storyboard to grasp and keep Consumer attention
• A compelling Retail Proposition / Channels / Media to leverage Customer interest
• A mastery of Smart Devices • Smart Apps • Cloud Services to engage your Customer
• Total perfection of Product and Service Delivery Management for Consumer Fulfilment
• Influencer Programmes - the ability to turn Fashion Blogs into Revenue – to transform Clicks into Cash.....

Digital Product Lifecycle Strategy
• Everything that goes around, comes around – everything has its’ own
lifecycle, in its’ own time. Things are born, grows, ages, and ultimately
they die. It’s easy to spot a lifecycle in action everywhere you look. As
a person is born, grows, ages, and dies – then so does a star, a tree, a
bird, a bee, or a civilization – and so does a company, a product, a
technology or a market - everything goes around in a lifecycle of it own.

• Everything around us has a lifecycle. It is born, it grows, it ages, and it ultimately dies.
It’s easy to spot a lifecycle in action everywhere you look. As a person is born, grows,
ages, and dies – then so does a star, a tree, a bee, or a civilization – and so does a
company, a product, a technology or a market - everything has a lifecycle of it own.
• All lifecycles exist within a dynamic tension between system development and
system stability. When an entity is born, and during it’s early its development - it
has low stability. As it grows, both its development and stability increase until it
reaches maturity. After peaking, its ability to develop diminishes over time while its
stability keeps increasing over time. Finally, it becomes so stable that it ultimately
dies and, at that moment, it loses all stability as well.
• That’s the basics of all lifecycles. We can try to optimize the path or slow the effects of
aging, but ultimately every system makes this lifecycle progression. Of course, not
all systems follow a bell curve like the picture below. Some might die a premature
death. Others are a flash in the pan. A very few live long and prosper - but from
insects to stars and everything in between, we can say that all things comes into
being, grows, matures, ages, and ultimately fades away. Such is the way of life.

• Everything has a lifecycle. It is born, it grows, it ages, and it ultimately dies. It’s easy
to spot a lifecycle in action everywhere you look. As a person is born, grows, ages,
and dies – as does a star, a tree, a bee, or a civilization – and so does a company, a
product, or a market - everything has a lifecycle of it own.

Digital Start-ups – Launch-phase

Investment
Product
Lifecycle
Product
Design
Product
Launch
Product
Planning
Death
Plateau
Product
Maturity
Decline
Aging
Early Growth
Migrate
Customers
to new
Products
Withdraw
Innovation Prototype / Pilot / Proof-of-concept
Cash CowCease
Investment

• What do the principles of adaptation and lifecycles have to do with your business
strategy? Everything. Just as a parent wouldn’t treat her child the same way if she’s
three or thirty years old, you must treat your strategy differently depending on the
lifecycle stage. And when it comes to your business strategy, there are actually three
lifecycles you must manage. They are the product, market, and execution lifecycles: -
– The product lifecycle refers to the assets you make available for sale.
– The market lifecycle refers to the type of customers to whom you sell.
– The execution lifecycle refers to your company’s ability to execute.
• In order to execute on a successful strategy, the stages of all three lifecycles must be in
close alignment with each other. If not, like a pyramid with one side out of balance, it will
collapse on itself and your strategy will fail. Why? Because aligning the product, market,
and execution lifecycles gives your business the greatest probability of getting new
energy from the environment now and capitalizing on emerging growth opportunities in
the future. The goal of any digital product strategy is to get new energy from the
environment, now and in the future.) As we will see, aligning all three lifecycles also
decreases your probability of making major strategic product placement mistakes.

Digital Product Lifecycle
Strategy
• Each lifecycle please note that each stage blends into the next. Although every
lifecycle may have distinct stages, this is really only for convenience. There’s no
real, definitive, clean and clear break where you know when one stage has ended
and another begins. In addition, there are three basic prerequisites that you must
have before you can pursue any strategy.
• First, the strategy must be aligned with the company vision and values. Second, the
company must have or be able to get the resources – including staff, technology,
and capital – to execute the strategy. Third, the company must have or be able to
develop the core capabilities to execute the strategy. For now, I am going to assume
that you have all three prerequisites in place and that you’re currently acting on, or
about to act on, a strategy that meets these basic requirements.

Digital Failures – End-phase

The Fashion Cone™
The Fashion Cone™ – High Street / Designer / Luxury Brand Affinity
– turning Social Intelligence into Actionable Marketing Insights / Opportunities…
• Fanatics – (10%) Fashion Critics / Designers / Celebrities / Socialites / “Fashionistas”
• Enthusiasts – (20%) Fashion Consumers – spend up to 50% Disposable Income on Fashion
• Casuals – (30%) spend only on those Brands / Labels / Designers / Ranges that they like
• Indifferent – (40%) Once followed the brand - but have become disconnected over time…..
• Unconnected – no Brand Affinity; consume High Street / Discount Store / Charity Shop Items

In Europe, consumer spending is being re-focussed on either Value Brands or Luxury Goods
Marques - squeezing out Retailers with mid-market Retail Propositions and traditional
middle-of-the-road Branding Strategies. Traditional Fashion Retailers have seasons – Spring
/ Summer and Autumn / Winter - where popular lines are retained year-on-year. Fast
Fashion Retailers (where Fast Fashion lines are only in-store for a few days or weeks, and
Fast Fashion items are not subsequently repeated) are growing fast - at the expense of
those conventional retailers with traditional Spring / Summer and Autumn / Winter
Seasons which often feature “signature” popular repeatable core lines - always available,
season on season, year on year.....
Fast Fashion and Luxury Goods Retailers are now under intense competitive pressure to
drive down costs by adopting a more Lean / Agile Supply Chain Model (a la mode de Wal-
Mart), and by improving Supplier Relationships and Strategic Vendor Management. Fast
Fashion Retailers are also required to be better at exploiting On-line and Mobile Sales
Channels - which are growing much faster than traditional In-store and Catalogue
Channels. Customers still like to mix-and-match Sales Channels - unwanted items
purchased On-line are often exchanged In-store for replacement or refunds.
Retail 2.0 “Perfect Store” – Experience
Digital Marketing – Fast Fashion

IBM
WebSphere
SAP NetWeaver
Pi and/ or
IBM MQSI
SAP IS/Retail
SAP CRM
Stebo or IBM
Product Centre
Internet
Contact
Centre
Mobile
3rd Party
Customer
Loyalty
EPOS / SEL
In-store
Home
Delivery
BI / BO / BW
HANA
SAP ECC7,
ERP
Oracle CRM
Stebo or
Kalido
Internet
Contact
Centre
Mobile
3rd Party
Customer
Loyalty
EPOS
Sales Channels
Fulfilment Channels
In-store
Home
Delivery
Oracle OBIE
Oracle e-
Business Suite
Retail 2.0 “Perfect Store” – Multi-channel Architecture
E-commerce
Platform
Integration
Platform
Retail
Platform
CRM
Platform
Catalogue
Platform
Internet
Contact
Centre
Mobile
3rd Party
Customer
Loyalty
In-store
Systems
In-store
Home
Delivery
Data
Warehouse
Head Office
Shared Services
Analytics
Mobile
Platforms Cloud Digital ChannelsSocial Media
Conversations
Digital Marketing – Retail 2.0 Model

Consumers are becoming increasingly better educated. Across many urban conurbations in
the Southern part of the UK, young people purchase cheap fashion items frequently and in
large numbers - these items are worn for a single season (or until they fall apart.....) and are
viewed by consumers almost as disposable items. Young consumers with similar
disposable incomes in major Cities in Scotland and Northern Italy, for example - will spend
the same amount in a season on just a few items chosen very carefully from Luxury Goods
Brands - but keep them in their wardrobe for many years.....
The sudden proliferation of pervasive Smart Devices communicating via the Smart Grid
with the Cloud indicates that we may have just witnessed the beginning of a startling new
episode in technology driven consumer behaviour – the advent of the always-on digital
connected society – Smart individuals living in Smart households within the Smart Cities of
the future. Smart Phones such as the Apple iPhone, HTC Desire, Google Nexus One,
Windows Phones – are enabling innovative Customer Experience and Journey Stories, both
in-store and mobile, including Social Media Conversations..

Multi-channel Retail Architecture
Retail Operations – Retail Merchandising and Logistics
Head Office – Finance, Planning and Strategy
Marketing – Customer Loyalty, Experience and Journey – Offers, Promotions and Campaigns
In-store EPOS – Internet – Home Delivery
Provisioning &
Replenishment
In-store
Systems
Retail
Operations
Systems
ERP
Systems
Customers
Operations
Managers
Finance
Managers
Loyalty Mart
Financial Data
Warehouse
CRM and
Marketing
Systems
Marketing
Managers
Multi-channel
Sales Data
Warehouse
Marketing
Customer
Analytics
Reports
Retail
Multi-channel
Sales
Analysis
Operations
Warehousing &
Logistics
Reports
Head Office
Financial
Analysis
Reports
e-Commerce
Systems
Campaign Mart
Merchandising &
Logistics Data
Supplier Data
Product Data
Stores Data
Merchandising
Inventory &
Provisioning
Reports
EPOS Data
Call Centre Data
Internet Data
Customer
DWH
CRM Data
Retail
Managers
ERP Data
Catalogue
Systems
Planning &
Forecasting
Systems
“BIG DATA”
Retail and
Logistics Data
Warehouse
Planning &
Forecasting
Systems
Apache Hadoop Framework
HDFS, MapReduce, MetLab, “R”
Catalogue Data
Autonomy, Vertical
Hadoop
SAP HANA
Digital Marketing – Retail 2.0 Model

The fastest growing sales Channels for both Fast Fashion and Luxury Goods are Smart Apps
on Mobile Phones. Innovative new Retail Business Operating Models such as “Retail 2.0”
and “Perfect Store” are driving the development of these new Channels. For example,
when a Customer enters a store, the Retailer of the Future can detect and identify him
from his Smart Phone Number, as the Customer accesses the In-store WiFi or WiMAX
Network Connection. Based on vast amounts of data describing their previous consumer
behaviour – we can alert the consumer to relevant In-store offers and promotions – based
on Propensity Modelling –similar in content and style to those offers and promotions the
customer has responded to positively in the past When a Customer Tweets that she is
going to buy a “little black cocktail dress” – we can initiate a Social Media Conversation .
Fast Fashion
• ASOS •
• Next •
• New Look •
• Primark •
• Top Shop •
Luxury Brand
Aggregators
• PPR •
• LVMH •
• Richemont•
Luxury Brands
• Channel •
• Dior •
• Hermes •
• Gucci •
• Prada •
Designer Labels
• Armani •
• Burberry •
• D&G • DKNY •
• Ralph Lauren •
• Versace •
Sports Apparel
and Footwear
• Nike •
• Adidas •
• Columbia •
• North Face •

Retail 2.0 and Perfect Store Business Operating Models and Customer Experience and
Journey Business Value Propositions are being driven by technology enablement such as
Multi-channel Retail (eCRM), and Social Media (sCRM), supported by Real-time Analytics @
Point-of-Sale: -
• Retail Business Models – “Retail 2.0” • “Perfect Store” •
• Retail Strategy – Retail Proposition • Channels • Media •
• Business Value Propositions – Customer Offer, Experience and Journey •
• Mobile Technologies – Mobile Computing • Smart Devices • Smart Apps •
• Customer Strategy – Customer Loyalty • Offers • Promotions • Campaigns •
• Retail Business Transformation – New Social Structures • Cultural Change •
• Emerging Technologies – Real-time Analytics @ POS • Smart Grid • Cloud Services
• Social Marketing – Internet Intelligence • Product Placement • Crowd Sourcing Events
• Fulfilment – Service Access • Service Brokering • Service Provisioning • Service Delivery

Luxury Goods companies have traditionally targeted two primary “old money” customer
segments – affluent fashion-conscious socialites (age range 25-35) who follow the skiing,
sailing and social events seasons in major cities and exclusive resorts in either Europe or
America - and retired or semi-retired individuals (age range 55-65) who have created and
accumulated significant wealth during their Business and Professional careers– and who
now have significant time and money available to devote towards their interests and
leisure pursuits. Families are raised in the Gap Years (age range 35-55).
Many familiar Luxury Goods brands now belong to just a few Luxury Brand Aggregators
such as French PPR, Louis Vuiton Moet Hennessy (LVMH) and the Swiss conglomerate
Richemont. In any economic downturn, these Brand Aggregators are no longer able to
drive increased growth sufficient to meet their Shareholder expectations or maintain
volume targets from Business Partner / Stakeholders, in traditional Markets and Customer
Segments – and so are forced to expand their Market Coverage, Product Ranges and Brand
Footprints (and at the same time risk suffering the dual unforeseen consequences of
erosion of Product positioning, desirability and cache – along with the dilution of core
Brand recognition, perception and value).
Digital Marketing – Luxury Goods

Brand Status Brand Awareness Sales Volume
Luxury Brand
Aggregators
• PPR •
• LVMH •
• Richemont •
Luxury Brands
• Channel •
• Dior •
• Hermes •
• Gucci •
• Prada •
Designer Labels
• Armani •
• Burberry •
• D&G •
• Versace •
Cache Brands
• Du Maurier •
• Dunhill •
• Rolex •
Star Brands
• DKNY •
• Hilfiger •
• Hugo Boss •
• Tiffany•
Premium Brands
• Coach •
• Fendi •
• Swarovski •
• Valentino •
Micro Brands
• Liberty • Asprey •
• Mappin & Webb •
Esoteric Brands
• Patek Phillippe •
• Van Cleef & Arples •
Bespoke Brands
• Leviev •
• Graff •
Aspirational Brands
• Bulgari • Cherutti •
• Mont Blanc • Tods •

Today, the new Luxury Goods marketing focus has turned towards two “new money”
customer segments - newly wealthy individuals in the emerging economies of the BRICS;s
(Brazil, Russia, India and China) – and young Media and Entertainment Professionals and
Elite Team Sports Athletes (age range 20-30) in the West. Goldman Sachs forecast that
China will be buying one 3rd of the world's luxury goods in under a decade,,,,,
• Young Media and Entertainment Professionals and Elite Team Sports Athletes (age range 20-30)
• New, Emerging and Developing Markets for Luxury Goods– Brazil, Russia, India China (BRICs) •
Increasingly, many Luxury Brands are also launching more accessible entry-level Product
Ranges in order to attract younger, technically-savvy and fashion-aware mass-market
consumers - to introduce them to a Lifestyle Experience and Journey that creates brand
loyalty and lock-in with entry-level Luxury Goods Product ranges. As these young, mobile
consumers careers develop and they begin to generate increased disposable income they
also begin to purchase "big-ticket" Luxury Goods items from their favourite Design Guru,
Role Model or Lifestyle Icon.....

Luxury Brand
Aggregators
• PPR •
• LVMH •
• Richemont •
Luxury Brands
• Channel •
• Dior •
• Hermes •
• Gucci •
• Prada •
Designer Labels
• Armani •
• Burberry •
• D&G •
• Hugo Boss •
• Versace •
Brand Status Sales Volume
Pyramid of Fashion
Esoteric Brands
• Patek Phillippe •
• Van Cleef & Arples •
Cache Brands
• Du Maurier •
• Dunhill •
• Rolex •
Star Brands
• DKNY •
• Hilfiger •
• Hugo Boss •
• Tiffany •
Premium Brands
• Coach •
• Fendi •
• Swarovski •
• Valentino •
Micro Brands
• Liberty • Asprey •
• Mappin & Webb •
Bespoke Brands
• Leviev •
• Graff •
Aspirational Brands
• Bulgari • Cherutti •
• Mont Blanc • Tods •

As young, mobile consumers careers develop they begin to purchase "big-ticket" Luxury Goods
items from their favourite Design Guru, Role Model or Lifestyle Icon.....
• Mass-market younger, technically-savvy and fashion-aware consumers •
• Entry-level Luxury Goods Product Ranges – Perfume, Cosmetics, Casual Wear, Sporting Goods •
Retail 2.0 and Perfect Store Business Operating Models and Customer Experience and Journey
Business Value Propositions are being driven by technology enablement such as Multi-channel
Retail (eCRM), and Social Media (sCRM), supported by Real-time Analytics @ Point-of-Sale: -
• A winning Customer Contact Strategy to reach out to your target audience
• A stunning Customer Experience to engage and retain your target audience
• Understanding of Customer Profiling and Segmentation - to define your niche
• A unique Customer Offer and Journey to instil desire for your Ranges and Lines
• An enthralling Customer Experience to cultivate Consumer aspiration and desire
• An amazing Customer Journey Storyboard to grasp and keep Consumer attention
• A compelling Retail Proposition / Channels / Media to leverage Customer interest
• A mastery of Smart Devices • Smart Apps • Cloud Services to engage your Customer
• Total perfection of Product and Service Delivery Management for Consumer Fulfilment
• Influencer Programmes - turn Fashion Blogs into Revenue – transforming Clicks into Cash.....

Multi-channel Retail - Transformation

Business Transformation

RETAIL 2.0 “Perfect Store” BUSINESS TRANSFORMATION
Transition - Retail 1.0 to Retail 2.0 “Perfect Store” Business Operating Model = InnovationI
Part 2
Part 4
Part 3
Part 1
Strategic Enterprise
Management Framework
Enterprise Target Operating
Model (eTOM)
Future Management
and Innovation Plans
Model and Roadmap
Business Programme
Plan / Project Plans
Infrastructure
Architecture
Business Operating
Model (BOM)
Business Architecture
Strategic Outcomes,
Goals & Objectives
Innovation Research
and Development
Business Programme
Management
IS / IT Strategy
Technology Strategy
Systems Planning
Enterprise Governance,
Reporting and Controls
Infrastructure Planning
Business Planning
Organisation Structure
Retail 1.0 Strategic Foresight
Organisational
Change
Framework
NGE – Next-
Generation
Enterprises
Collaborative
Business
Models
Service
ConvergenceI
Business
Transformation
Technology Change
NGA- Next-
Generation
Architectures
Enterprise
Application
Integration
Technology
ConvergenceI
Buy Move Sell
Smart
Devices
Mobile
Platform
Cloud
ServicesRetail 2.0
I

Retail Business Transformation
Organization Management
Human Resource Management
Business Operating Model
Business Process Outsource
Business Process Management
Enterprise Performance Management
Business Programme Management
Project Portfolio Management

PS0004
Shelf / Space
Allocation
PS0001
Customer Offer
PS0002
Retail
Proposition
PS0003
Pricing
PS0019
Marketing
Communications
(Advertise)
PS0012
Customer
Segmentation
PS0009
Global CRM
PS0011
Marketing
Services -
(Analysis and
Research)
PS0010
Customer
Experience and
Journey
PS0006
Product
Assortment and
Mix
PS0008
Forecasting and
Replenishment
PS0007
Global Category
& Supplier
PS0021
Sales Analysis
and Value Chain
Reporting
PS0022
Global Product
Sourcing
PS0023
Global Supply
Chain
PS0014
BUY
(Procurement)
PS0016
SELL
Retail
Merchandising
PS0015
MOVE
(Logistics)
PS0017
Public Relations
PS0024
Global Shared
Services
PS0005
Business
Planning
PS00029
Analytics
PS0027
Social
Intelligence
PS0028
Digital Platforms
& Multi-channel
Retail
Digital Channels & Analytics
Retail Merchandising & LogisticsHead Office
Customer Relationship Management
PS0018
Customer
Information &
Services
PS0013
Customer
Loyalty
Customer Services
PS0025
Global Product
Catalogue
PS0020,
Offers and
Promotions
PS0026
Local Product
Catalogue
Multi-channel Retail – Retail 2.0 Model

IBM
WebSphere
SAP NetWeaver
Pi and/ or
IBM MQSI
SAP IS/Retail
SAP CRM
Stebo or IBM
Product Centre
Internet
Contact
Centre
Mobile
3rd Party
Customer
Loyalty
EPOS / SEL
In-store
Home
Delivery
BI / BO / BW
HANA
SAP ECC7,
ERP
Oracle CRM
Stebo or
Kalido
Internet
Contact
Centre
Mobile
3rd Party
Customer
Loyalty
EPOS
Sales Channels
Fulfilment Channels
In-store
Home
Delivery
Oracle OBIE
Oracle e-
Business Suite
Retail 2.0 “Perfect Store” – Multi-channel Architecture
E-commerce
Platform
Integration
Platform
Retail
Platform
CRM
Platform
Catalogue
Platform
Internet
Contact
Centre
Mobile
3rd Party
Customer
Loyalty
In-store
Systems
In-store
Home
Delivery
Data
Warehouse
Head Office
Shared Services
Analytics
Mobile
Conversations
Multi-channel Retail – Retail 2.0 Model

Business Programmes – the challenge
the challenge: Business Programmes
• Business Programmes – Business Transformation Programmes and their associated
Processes, Enterprise Services, COTS Applications and Integration Architecture are very
complex, high cost / high risk investments and are becoming increasingly difficult to
understand and manage. They encompass a huge mass of detail and depend upon the
success of a large number of embedded, mission-critical business and technology decisions.
• Enterprise Architecture – There is an overarching responsibility to understand the many
impacts of these decisions and get them right first time – or risk potentially catastrophic
business interruption or failure if we get these decisions wrong. A structured Enterprise
Architecture and Service-oriented Architecture Framework guides us successfully through
architecting, designing and delivering Enterprise Services via the Enterprise Service Bus.

Multi-channel Retail – Discovery Workshop
Product
Customer
Basket
Where?
Who?
What?
Store
Why? How?
When?
Motivation Sale
Time
Planning /
Forecast
‘Plan’
Purchase /
Procure
‘Buy’
Analysis /
Insight
‘Report’
Marketing /
Advertising/
‘Promote’
Supplier Location
Provision /
Replenish
‘Move’
Merchandising
/ Retail / POS
‘Sell’
Category Tier

Business Transformation
• What are the detailed business strategies of the enterprise and how should these be
implemented (Business Strategy Development and Organizational Change) ?
– Businesses Drivers – Mission – Strategies – Outcomes – Goals – Objectives
• What processes the enterprise executes, how they are integrated, and how they
contribute to the strategy of the organization (Business Process Management) ?
• How human resources are being utilized and whether there is optimum use of skills and
resources available across all processes and functions (Human Resource Management) ?
• To what extent is the organization establishment is a true and proper reflection of actual
roles and responsibilities, is it optimised in order to carry out every work task efficiently and
effectively (Organization Management) ?
• How does the individual performance of each process, each business function and each
individual contribute to the organization’s overall performance (CSF’s, KPI’s and metrics)
(Enterprise Performance Management) ?
• What IS / IT applications and resources are available within the enterprise, how do they
interact, which processes / functions do they support (Enterprise Portfolio Management) ?
• What Business Programmes are planned, approved and in progress, how are they
sponsored, communicated and controlled, how do they enable business change and how
do they realise benefits into the business (Business Programme Management) ?
• What Business, IS and IT Projects are planned, approved and started, what deliverables
will they contribute, how long will they take, how are they organised and resourced and
how do they impact upon the business and each other (Project Portfolio Management) ?
• What business and technology work streams are currently underway, how they enable
business change, what processes and applications do they impact upon and how does this
contribute towards the strategy of the organization (Strategic Technology Enablement) ?
– ERP – CRM – EPM – Process Orchestration – Collaborative Working – Enterprise Services

Provisioning &
Replenishment
In-store
Systems
Retail
Operations
Systems
ERP
Systems
Customers
Operations
Managers
Finance
Managers
Loyalty Mart
Financial Data
Warehouse
CRM and
Marketing
Systems
Marketing
Managers
Multi-channel
Sales Data
Warehouse
Marketing
Customer
Analytics
Reports
Retail
Multi-channel
Sales
Analysis
Operations
Warehousing &
Logistics
Reports
Head Office
Financial
Analysis
Reports
e-Commerce
Systems
Campaign Mart
Merchandising &
Logistics Data
Supplier Data
Product Data
Stores Data
Merchandising
Inventory &
Provisioning
Reports
EPOS Data
Call Centre Data
Internet Data
Customer
DWH
CRM Data
Retail
Managers
ERP Data
Catalogue
Systems
Planning &
Forecasting
Systems
“BIG DATA”
Retail and
Logistics Data
Warehouse
Planning &
Forecasting
Systems
Catalogue Data
Autonomy, Vertical
Hadoop
SAP HANA
Business Transformation – Retail 2.0 Model

Architecture Blueprint
End state
Retail
SAP IS OIL
MM
SD
FI
PM
BW
BANK
Retail Site
Retalix BOS
Pump Pricing
- PriceNet
SAP IS Retail
DART
Dry Goods
Supplier
Retail HO
EFS
Cardex
Loyalty
system Retail Portal eMaintenance
Card
Clearing
System
Forecourt
controller
Veeder Root Tank
Gauge
Electonic Payment
Server - EPS
Card Acquirer
Intactix -
Space
Planning
Contracts
Management
B2B CRM
Internationalcard
transactions
Logistics suite
Logistics HO
Tank meter
readings
GSS-DART gateway
Pricelist►
Invoice►
Maintenanceworkorders►
Scheduleofworks►
◄Assetdata
Fuels sales admin
C
ontracts,D
ealers
Merchandising
Shop
Forecourt
Shop orders►
◄Delivery info.
◄Invoice
Card transactions
Fuel card reimbursement
DD File►
◄Electronic Payment
◄Bank Statement
Delivery
ETA
Retalix POS
Car Wash
◄Customerid
◄Saletransaction,
Points►
Sales
Card Issuer
Credit/debit card statement
Dealer reimbursement prices►
Customer & dealer accounts►
◄Customer invoices, dealer credit
notes
Credit/debitcardstatement
Pumps
Fuel Card
transactions
Planograms
Loyalty fee data
◄Dealer and site info.
Wholesale prices►
Order status,
accounting info.
Marker prices, BP pump price►
◄Recommended Price

Architecture Roadmap
b
ERP Roll-out
Product
Management
Customer Management
Prepare Blueprint Realisation
Current
State Enterprise Application Integration
Implement
Requirements
Blueprint
Design
ERP PoC
Build
Rehearsals
Cut-Over
QUICK WIN – Product Information Management / Master Data Management
Validate
PoC
Process Fitness Programme –Strategy Roadmap
PoC
Strategy
Plan
Mobilisation
Requirements
Blueprint MDM PoC
Plan
Design
Build
Implement
Requirements
Blueprint
CRM PoC
Strategy
Plan
Design
Build
Future
State
Plan
Message
Formats
EAI PoC
Requirements
EAI Platform
EAI-Build
EAI-Deploy
EAI Services
EAI-Design

Planned Date Product Work Stream / Area Product style key: = Project product ; = external
dependency
Summary Product Description
Application Property Infrastructure Business
2006
Roadmap requirements
Checkpoint to ensure all data available to
proceed.
2007
Ready for Online Services (Internet) & Direct
Services (Call Centre) from September 2007
System
Audit
IT Infrastructure
Requirements Plan
Application
development
Internet
Record Management &
Archiving Service
Server
Relocation
IT Review
Facilities
Audit
Stage sign
off
Call Centre
environment
prepared
BPR Projects
IS Review
Infrastructure BPR Review
Training
Centre
available
IT
Infrastructur
e Upgrade 1
Provisioning
replacement
Stage sign
off
Business Transformation Product Flow

Multi-channel Retail - Architecture

Enterprise Architecture – Discovery Workshop
Product
Customer
Basket
Where?
Who?
What?
Store
Why? How?
When?
Motivation Sale
Time
Planning /
Forecast
‘Plan’
Purchase /
Procure
‘Buy’
Analysis /
Insight
‘Report’
Marketing /
Advertising/
‘Promote’
Supplier Location
Provision /
Replenish
‘Move’
Merchandising
/ Retail / POS
‘Sell’
Category Tier

Enterprise Architecture Topics
1. Enterprise Portfolio Management
1.1. Function Library
1.2. Service Catalogue
1.3. Application Inventory
1.4. Infrastructure Portfolio
1.5. Portfolio Rationalisation and Cost Reduction
1.6. Shared Services and On-demand Computing
1.6.1 Service Virtualisation, Automation, Integration
1.6.2 Server and Storage Consolidation
1.6.3 Technology Simplification
1.6.4 Platform Sharing and Rationalisation
1.6.5 Application Standardisation
2. Technology Planning & Strategic Investment
2.1. IS / IT Strategy
2.2. IS / IT Architecture
2.3. Business and IT Strategy Alignment
2.4. Technology Planning
2.5. Strategic Investment
2.6. Strategic Vendor Management
2.7. Enterprise Processes and Resources Optimization
3. Enterprise Architecture
3.1 Business Architecture
3.1.1. Organisation Architecture
3.1.2. Process Architecture
3.1.3. Data Architecture
3.1.4. Information Architecture
3.2. Enterprise Services Architecture
3.3. Enterprise Integration Architecture
3.4. Application Architecture
3.5. Infrastructure Architecture
4. Repository Management
4.1. Metadata Management
4.2. Architecture View-points and Views
4.3. Architecture Visualisation, Scenarios and Simulation
5. Enterprise Performance Management
IS/IT Strategy and Architecture Topics

Retail Enterprise Architecture
Enterprise Portfolio Management
Technology Planning & Strategic Investment
Repository Management

Enterprise Architecture Context Diagram
Enterprise Architecture Context Diagram – EA Product Matrix
Organisation Process Data Function Application Infrastructure
STRATEGIC Enterprise Performance
Management Strategy,
Enterprise Vision &
Mission Statements
Business
Transition
Strategy,
Business
Process Re-
engineering
Data Management
Strategy
Data Architecture
Framework
Data Principles, Policies
and Procedures
Function
Catalogue
Application
Inventory
Technology Portfolio
CONCEPTUAL Operational Strategies &
Desired Outcomes,
Performance Plans,
Organisation Hierarchy,
Establishment Model
Process
Group
Conceptual Data Model
Data Architecture
Description
Data Management
Functions
Function
Group
System Unit
LOGICAL Goals/Objectives/CSF’s,
Organisation Units,
Roles & Responsibilities
Performance Targets
Business
Process
Logical Data Model
Data Catalogue,
Business Glossary, Data
Management Services
Function Sub-system Device
PHYSICAL Organisation Locations,
Posts & Post Holders,
KPI’s and Metrics
Elementary
Business
Process
Physical Data Model
Meta Data Repository,
Data Storage Strategy
Data Management
Modules
Service
Group
Module Assembly
ACTUAL Sites, Addresses,
Jobs and Employees,
Planned Objectives &
Actual Achievements
Process Step Data Placement
Strategy
Database Instances
DDL, Tables, Indices,
Storage Groups
Data Quality Reporting
Service Application
Component
Applet
Smart App
Component

Enterprise Service Framework
Enterprise
Services
Enterprise
Service
Use Case View
Scenarios
Data Mapping
Data Model
Process Mapping
Process Model
System Mapping
Infrastructure
Model
Function Mapping
Application Model
Enterprise
Services
Enterprise
Service
Use Case View
Scenarios
Data Mapping
Data Model
Process Mapping
Process Model
System Mapping
Infrastructure
Model
Function Mapping
Application Model
Application
Architecture
Infrastructure
Architecture
Application
Architecture
Infrastructure
Architecture
Organisation
ArchitectureProcess Architecture
1
Organisation
Architecture
Organisation
ArchitectureProcess ArchitectureProcess Architecture
1
Business
Strategy
Enterprise
Architecture
Solution
Architecture
3
22
Data Architecture
EAI Architecture
EAI
Data ArchitectureData Architecture
EAI Architecture
EAI
Application Inventory
Application System Module
Service Catalogue
Framework Regime Services
22
Functional
Architecture
ESB
Business
Transformation
Technology
Enablers
COTS
Packages
Business Intelligence Architecture
Data
Storage
Architecture
Data Quality
& ETL
Services
Query &
Reporting
Services
2
KPI
CSF
MetricsEPM
Data
Storage
Architecture
Data Quality
& ETL
Services
Query &
Reporting
Services
Data
Storage
Architecture
Data Quality
& ETL
Services
Query &
Reporting
Services
2
KPI
CSF
MetricsEPM
2
KPI
CSF
MetricsEPM
Portal
Work
Group
High Level
Design
Detailed Design
Specification
Strategy
Mission
Outcome
Goal
Objective
Strategic
Requirements
Requirement
Group
Functional
Requirement
Information
Need
Non- Functional
Requirement
Requirement
Group
Functional
Requirement
Information
Need
Non- Functional
Requirement
Business Strategy
Long-Term
5-10 years
Mid-Term
3-4 years
Short Term
1-2 years
Business Strategy
Long-Term
5-10 years
Mid-Term
3-4 years
Short Term
1-2 years
1
Operational
Requirements
22
Data Warehouse / BI / Analytics / Financial Models
Repository
IS Strategy
Application Plan
IT Strategy
Technology Plan
IS Strategy
Application Plan
IS Strategy
Application Plan
IT Strategy
Technology Plan
IT Strategy
Technology Plan
3
Roadmaps
Transition Plan
Blueprints
IS/IT Landscape
Roadmaps
Transition Plan
Roadmaps
Transition Plan
Blueprints
IS/IT Landscape
Blueprints
IS/IT Landscape
Programme Project Work Stream
Deliverables Resources Activities / Tasks
Programme Project Work StreamProgramme Project Work Stream
Deliverables Resources Activities / TasksDeliverables Resources Activities / Tasks
EAEA--envision:envision: The Enterprise Framework for Business TransformationThe Enterprise Framework for Business Transformation
Process Orchestration
CASE
ERP CRM
Content
DBMS
Portal
Unit Device Component
Unit Device Component

Enterprise Repository
Process Model
Process Mapping
Infrastructure
Portfolio
System Mapping
Strategic
Requirements
Operational
Requirements
Application
Module
Use Case View
Scenarios
User
Acceptance
Test Scripts
Scenarios
Application
Module
Use Case View
Scenarios
User
Acceptance
Test Scripts
Scenarios
Data Model
Data Mapping
Service Catalogue
Service Mapping
Function Library
Function Mapping
Enterprise
Services
Business Service
Business Strategy
Long-Term
5-10 years
Mid-Term
3-4 years
Short Term
1-2 years
Business Strategy
Long-Term
5-10 years
Mid-Term
3-4 years
Short Term
1-2 years
Programme Project Work Stream
Deliverables Resources Activities / Tasks
Programme Project Work StreamProgramme Project Work Stream
Deliverables Resources Activities / TasksDeliverables Resources Activities / Tasks
Roadmaps
Bus/IS/IT Roadmaps
IS/IT Blueprints
B/IS/IT Landscape
Transition Plan
Work Packages
Roadmaps
Bus/IS/IT Roadmaps
Roadmaps
Bus/IS/IT Roadmaps
IS/IT Blueprints
B/IS/IT Landscape
IS/IT Blueprints
B/IS/IT Landscape
Transition Plan
Work Packages
Transition Plan
Work Packages
Application
Inventory
Application Map
Use Case Model
Use Case Mapping
Requirements
Traceability
Model
Organization
Model

Enterprise Repository Design
• Enterprise Performance Management
– Capture strategic intent and ensure that it is understood throughout the enterprise
• Business Drivers, Competitive Pressure, Statutory and Regulatory Compliance
• Mission, Strategies, Outcomes, Goals, Objectives & Performance Criteria (CSF’s, KPI’s, and Metrics)
• Strategic and Operational Requirements – Functional / Non-functional
• Stakeholders – process owners and data stewards, information providers and consumers
• Processes, Information, Resources and Timelines
• Governance and Communication Mechanisms
– Develop Enterprise Architectures that align business and IT strategies, processes and resources
as the foundation for aligned, synchronized and accelerated business transformation
• Metadata Management
– Manage a large amount of disparate technical and business metadata, providing different end-
to-end views to a variety of user roles
– Collaborate on updating and managing the information, facilitate re-use, and manage change,
especially through future planning of different scenarios and timescales
– Construct end-to-end visualizations of the information flows from any point (e.g. origin, final
report, any intermediate point), in a form suitable for both business and technical users

Mapping Documents
Process Mapping
Process Model
System Mapping
Infrastructure
Portfolio
Strategic
Requirements
Operational
Requirements
Application
Module
Use Case View
Scenarios
User
Acceptance
Test Scripts
Scenarios
Application
Module
Use Case View
Scenarios
User
Acceptance
Test Scripts
Scenarios
Data Mapping
Data Model
Service Mapping
Service
Catalogue
Function Map
Application
Inventory
Enterprise
Services
Business Service
Application Map
Application
Inventory
Use Case
Mapping
Use Case Model
Requirements
Traceability
Model
Organization
Mapping
Establishment

Enterprise Repository Management
• To manage large volumes of disparate technical and business metadata - providing
different end-to-end architecture views to support a wide variety of Enterprise Architecture
information provider / consumer roles
• To collaborate on authoring, maintaining, publishing and consuming EA information, to
facilitate re-use, and to manage change, especially through the future planning of different
Enterprise Architecture implementation scenarios and timelines
• To construct end-to-end visualizations and simulations of critical information flows from any
point (e.g. data origin, system view, final report) via any intermediate point (e.g. XML
message format, file), in a form suitable for both business and technical users
• For Business Architects and Analysts looking for the "single point of truth" including the
necessary collaboration, workflow, and governance to ensure that their EA models and
metadata is reliable and maintained in a proper fashion
• To support business initiatives such as Mergers and Acquisitions, Bulk Asset Transfer,
Business Transformation, new Product and Service Launch, Statutory and Regulatory
Compliance that require comprehensive, accurate and accessible repository for managing
Enterprise Architecture information in the context of business and technical requirements
• To support technology initiatives such as COTS Package Implementation, Service-oriented
Architecture and Enterprise Service Bus deployment, Platform Replacement and
Technology Refreshment that require extensive IT Portfolio Planning and Management
• To identify redundancy and use of superseded, inappropriate or unsupported versions of
Processes, IS/IT objects or metadata - and facilitate the re-use of Enterprise Services
• To assign fiscal values to information by measuring how data contributes towards
improved business performance. This allows further decisions to be made with respect to
contingency, risk, accuracy, timeliness and cost of Enterprise Performance information.
• To enforce data and process ownership and organisational accountability to ensure the
continuing integrity and quality of data, processes and Enterprise Performance information

Enterprise Architecture – Engagement
the solution: Architecture Engagement
Database AdministratorsDatabase Administrators
Enterprise ArchitectEnterprise Architect
• Focus on ERP Planning,
Design & Implementation
• High-level documentation of,
ERP Integration & Enterprise
Service Architecture
• Mapping Enterprise OLTP
‘On-line Transaction
Processing’ functionally
• Supporting ERP
Project Teams in
Design Process
• Focus across the Enterprise
• Definition of EA Principles,
Policies and Standards
• Generation of Enterprise
Architecture plans, models,
diagrams and documents
• Publication of Enterprise
Architecture products
• Delivering ERP, CRM, DWH
and BI integration strategy
• Definition of Enterprise and
SoA / ESB Frameworks and
design of Enterprise Services
• Focus on DWH / BI Applications
• Implementation of “on-demand”
Information Delivery Strategy
• Definition of information handling
functionality within components
• Supporting DWH / BI Project
Teams in implementing the
Information Delivery Strategy
Project / Programme Architects
ERP Project Teams
DWH / BI Project Teams
Information Architects
Principles,
Policies.
Standards
Principles,
Policies.
Standards
EA ModelsEA Models
EA Planning
Documents
EA Planning
Documents
CRM Project Teams

IT Portfolio Management
• The performance improvements and benefits that can be realized through ITPM include: -
– Reduced costs due to minimizing application and data redundancy, streamlining software
component management and rationalizing hardware, software and network infrastructure
– Increased efficiency and productivity: designer and developer access to accurate, up-to-date
information about applications, components and data assets, alerts can be triggered when updates
take place and surveys generated on the IT artefacts to evaluate and monitor change initiatives
– Better, more informed decision-making: complete IT architecture design decision support
enabled by the ability to perform impact analysis on projects, processes, applications, and data
– Support for mergers and outsourcing, through the creation of future planning views, allowing
participants to evolve the vision of the future organization whilst still working on the current
assessments and decisions
– Planning future IT Architecture in line with business, by planning ahead for hardware,
infrastructure and application evolution. ITPM also allows the IT changes to be synchronized with
the business changes and enables organizations to construct hypothetical future views to
investigate the impact of business change
– Assessing and managing business exposure to IT risk, allowing the operational risk at the
hardware level (e.g. a server going out of service) to be reflected up at the business level (which
processes and which users would be affected)
– Tracing, rationalizing and protecting data and information flows. ITPM’s allows aggregated
visualization of the lineage of data throughout an enterprise in either direction: this ensures the
integrity and quality of data.

Enterprise Architecture – the solution…
the solution: How it all works out…..
Frameworks,
Methods.
Guidelines
Frameworks,
Methods.
GuidelinesPrinciples,
Policies.
Standards
Principles,
Policies.
Standards
Process ModelsProcess Models
High-Level
Data Models
High-Level
Data Models
High-Level
Information Flows
High-Level
Application Maps
ERP / CRM ProgrammesERP / CRM Programmes
DWH / BI ProjectsDWH / BI Projects
Accountable for the production
of the deliverable/ providing
support to project team
Consulted in the production
of the deliverable/ providing
input into the project teams
ProjectArchitect
InformationArchitect
Enterprise
Architecture
Models
Enterprise
Architecture
Models
Information
Strategy
Information
Strategy
EnterpriseArchitect
Enterprise
Architecture
Products
Enterprise
Architecture
Products
ERP Planning
Documents
ERP Planning
Documents
Data Storage
and Access
Strategy
Data Storage
and Access
Strategy
DatabaseAdmin.
Physical
Schema
Physical
Schema
Key
EA ModelsEA Models EA Planning
Documents
EA Planning
Documents

Retail Solution Architecture
Enterprise Portfolio Management
Technology Planning & Strategic Investment
Repository Management

Retail 2.0 “Perfect Store” – Architecture Landscape
IBM
WebSphere
SAP NetWeaver
Pi and/ or
IBM MQSI
SAP IS/Retail
SAP CRM
Stebo or IBM
Product
Centre
Internet
Contact
Centre
Mobile
3rd Party
E-commerce
Platform
Integration
Platform
Retail
Platform
CRM
Platform
Catalogue
Platform
Internet
Contact
Centre
Mobile
3rd Party
Oracle CRM
Stebo or
Kalido
Internet
Contact
Centre
Mobile
3rd Party
Customer
Loyalty
In-store
Systems
Customer
Loyalty
EPOS / SEL
Customer
Loyalty
EPOS
Sales Channels
Fulfilment Channels
In-store
Home
Delivery
In-store
Home
Delivery
In-store
Home
Delivery
Retail 2.0 “Perfect Store” Multi-channel Retail Architecture
Data
Warehouse
Head Office
Shared
Services
BI / BO / BW
HANA
SAP ECC7,
ERP
Oracle OBIE
Oracle e-
Business
Suite
Analytics
Mobile
Conversations

Provisioning &
Replenishment
In-store
Systems
Retail
Operations
Systems
ERP
Systems
Customers
Operations
Managers
Finance
Managers
Loyalty Mart
Financial Data
Warehouse
CRM and
Marketing
Systems
Marketing
Managers
Multi-channel
Sales Data
Warehouse
Marketing
Customer
Analytics
Reports
Retail
Multi-channel
Sales Analysis
Operations
Warehousing &
Logistics
Reports
Head Office
Financial
Analysis
Reports
e-Commerce
Systems
Campaign Mart
Merchandising &
Logistics Data
Supplier Data
Product Data
Stores Data
Merchandising
Inventory &
Provisioning
Reports
EPOS Data
Call Centre Data
Internet Data
Customer
DWH
CRM Data
Retail
Managers
ERP Data
Catalogue
Systems
Planning &
Forecasting
Systems
“BIG DATA”
Retail and
Logistics Data
Warehouse
Planning &
Forecasting
Systems
Catalogue Data
Autonomy, Vertical
Hadoop
SAP HANA

Group Transaction Data
based on E2E Processes
(products, cust, locs, supp, etc)
Infrastructure
Corporate
Portal
Industry/
Customer/
Partner
Systems
Internal
Collaboration
& KM
Business
Transactions
Information
Sharing
SC & Retail Event
Visibility & Tracking
B2B Services
& Information
Messages sourced
from applications
and D/B:
Messages derived
from ‘business event
tags’:
Technical interfaces/
transport protocols, IT
management,
controls, etc:
Integration
& Portal
Channel/Device
Presentation Support
All User client
environments supported
across the supply chain Factory Warehouse Personal Vehicle Office
DesktopPDA
Industrial
Handheld
Mobile
Phone
In-Cabin
system
IT System & Service
Management & Reporting
Finance, HR, etc
Dist, DC/w/h, stores, etc
Business Application
Function and Rules Sets
Bus App 1 Bus App 2
LM
FB
MP
Doc
Man
SM
PM
SS
Group MIS &
Business Data
inc. reporting tools
MIS
Reporting
Platforms &
Networks
Home
Interactive
System
Public house
Applications, Information &
Infrastructure Service Components
Integration/
Broker
Specialist
I/O Device
Security
Management
Internal
Systems
External
Systems
Data
Transformation
System
Interfaces
BPA/
Workflow
Package
Adapters
Mapping &
Routing
Message
Store
Store
Event
Consolidation
Authentication
Access Control
B2B
Gateways
Kiosks
 
Conceptual Enterprise Model

Contact Channels Network
Agents
Customers D
HEWLETT
PAC ARD
CRM Provisioning
D
HEWLETT
PAC ARD
Asset
Management
Works Order
Management
Data Marts Data
Warehouse
INTEGRATION HUB
D
HEWLETT
PAC ARD
Collaborative Working
D
HEWLETT
PAC ARD
Caching
BI Reports
Office Workflow
D
HEWLETT
PAC ARD
D
HEWLETT
PAC ARD
EPOS
Server
Content
D
HEWLETT
PAC ARD
Portal Server
Workflow ServerOffice Server
ERP Servers
CRM Server
BI Server Warehouse Server
Mobile / Remote
Workers
Advisors
Operations
MIS
Reports
Transactions
D
HEWLETT
PAC ARD
Logical Systems Architecture
Billing
Mediation &
Rating
Bills
Payments
PIMS / MDM
D
HEWLETT
PAC ARD
Switch
Data
Server
D
HEWLETT
PAC ARD
GIS ServerGazetteers
D
HEWLETT
PAC ARD
Customer Data
Handset /
Tariff Data

Business Continuity Architecture
Call Centre
Agents
Main Contact Centre
10/100 MBit Switched Ethernet
Customers
Advisors
Agents
Customers
Advisors
Remote (Failover) Contact Centre
PSTN
Switched Ethernet
D
HEWLETT
PAC ARD
D
HEWLETT
PAC ARD
D
HEWLETT
PAC ARD
D
HEWLETT
PAC ARD
CC-VCSs
Cisco Call
Manager
6509 Voice
Gateway
Cluster 1
Customers
PSTN
Switched Ethernet
D
HEWLETT
PAC ARD
D
HEWLETT
PAC ARD
D
HEWLETT
PAC ARD
D
HEWLETT
PAC ARD
CC-VCSs
Cisco Call
Manager
6509 Voice
Gateway
Cluster 2
Customers
Agents
Agents
Agents
Agents

Logical Infrastructure Architecture
PSTN /
ISDN
Broad
Band
Bay Netwo ks
SD
BayNworks
BayStackAccessPnt650Wress
PABX
ISDN 30
Voice Gateway
(e.g. CISCO 2640)
QSIG
DPNSS
Westell Protocol
Converter
Fire walled DMZ
D
HEWLETTPACARD
D
HEWLETTPACARD
CC Voice Connection
Servers
ISP
HWL TTPAC D
D
HEWET
PA AD
CC Message
Connection
Servers
D
HEWLETTPACARD
CC AIS /
ACD Cluster
D
HEWLETTPACARD
D
HEWLETTPACARD
D
HEWLETTPACARD
LAN / WAN
SMSC
Managed SMS
Platform
D
HEWLETTPACARD
D
HEWLETTPACARD
D
HEWLETTPACARD
EAI Hub
D
HE EACARD
CISCO Call
Manager
DHEWLETTPACARD
H323 FW
HWLTPC D
CC-ICS
HWL TPC D
Portal
WTC D
e-Mail
HWLTPC D
MIS
Internet
VPN
Feature Net
Mobile /
Remote
Workers
Agents
Mobile /
SMS
Customers

Physical Infrastructure Architecture
WANBroad
Band
Router Router
Firewalls
6513-1 6513-2
IDS Network
Sensors
6513-1 6513-2
Firewalls
Link to Second Switch
EAI / Workflow
Server Cluster
Portal Web Servers
Business Intelligence
Reporting Servers
NetScreen
Firewalls
B-direct application server clusters running: -
BT Contact Central
CRM Application
Operational Reporting
Active Directory /
E-mail Servers
Router
Replication to D/R Site
Neoteris
Remote Access
3512-1 3512-2
Encryption Devices
Cluster 1
Cluster 2
Database Database
FilestoreFilestore
SAN
Tape Array
PSTN /
Mobile
Router
Internet
Router
Database Database
FilestoreFilestore
SAN
Backup / Archive Servers
Back Office Servers

Customer Experience Management

The Digital Customer
Experience and Journey

The Digital Enterprise
• The Digital Enterprise is all about doing things better today in order to design and
build a better tomorrow. The Digital Enterprise is driven by rapid response to
changing conditions so that we can create and maintain a brighter future for our
stakeholders to enjoy. The Digital Enterprise evolves from analysis, research and
development into long-term Strategy and Planning – ranging in scale from the
formulation and shaping of Public-sector Political, Economic and Social Policies to
Private-sector Business Programmes, Work-streams and Projects for organisational
change and business transformation – enabling us to envision and achieve our
desired future outcomes, goals and objectives
• Many of the challenges encountered in managing Digital Enterprise Programmes
result from attempts to integrate the multiple, divergent Future Narratives from lots of
different stakeholders in the Enterprise – all with different viewpoints, drivers,
concerns, interests and needs. This may be overcome by developing a shared,
common Vision of the future state of the Digital Enterprise – along with a Roadmap to
help us to plan and realise the achievement of that Vision.

• The term “Web 2.0” is, by now - well outdated. It can be said that after years of
overselling the “2.0”” postfix, it has begun to fade away..... Now, modern marketers
talks about “Social Media“. Because with always newer services, always more
sophisticated concepts, copycat, dataset mash-ups. It begins to become confusing.
This is why it was important to divide this big “2.0”” postfix into smaller meta-
concepts to ease the understanding of Enterprise 2.0, Social Shopping, Social
Media, etc......
Social Media Landscape

The chart above illustrates the richness and diversity of social media.....

• A Social Media Club panel in San Francisco forecasting in 2012 proposed that “2013 will
be the year in which the word ‘social’ is inserted in front of every other word.” While some
may still complain that the term “social media” is inaccurate – it seems to me that the word
‘social’ has become fruitful and multiplied.....
• Off the top of my head I can name the following: -
– Social analytics
– Social business
– Social commerce
– Social contacts
– Social conversations
– Social customer care
– Social CRM
– Social e-business
– Social enterprise
– Social graphs
– Social influence
– Social intelligence
– Social learning
– Social media
– Social network
– Social processes
– Social shopping
Social Media Landscape

The Cone™ – Social Intelligence

Social Intelligence – Brand Loyalty and Affinity
CONE SEGMENTS – Brand Loyalty and Affinity
Social Intelligence drives Brand Loyalty and Affinity, Lifestyle Understanding - Fan-base Profiling, Streaming and
Segmentation and marketing Campaigns – expressed in the creation and maintenance of a detailed History and
Balanced Scorecard for every individual in the Cone, allowing summation by Stream / Segment: -
1. Inactive – need to draw their attention towards the Brand
2. Indifferent – need to educate them about core Brand Values
3. Disconnected– need to re-engage with the Brand
4. Casuals – exhibit Brand awareness and interest
5. Followers – follow the Brand, engage with social media and consume brand communications
6. Enthusiasts – engaged with the Brand, participate in Brand / Product / Media events and merchandising
7. Supporters– show strong need, desire and propensity to support Brand / Product / Media consumption
8. Fanatics – demonstrate total Commitment / Dedication / Loyalty for all aspects of the Brand / Product / Media
PROPENSITY – Balanced Scorecard
• Balanced Scorecard – is a summary of all the data-points for an Individual / Stream / Segment
• Propensity Score – In the statistical analysis of observational data, Propensity Score Matching (PSM) is a
statistical matching technique that attempts to estimate the effect of a Campaign / Offer / Promotion or other
intervention by calculating the impact of factors that predict the outcome of the Campaign / Offer / Promotion.
• Propensity Model – is the Baysian probability of the outcome of an event in an Individual / Stream / Segment
• Predictive Analytics - an area of data mining that deals with extracting information from data and using it to
predict trends and behaviour patterns. Often the unknown event of interest is in the future, however, Predictive
Analytics can be applied to any type of event with an unknown outcome - in the past, present or future.

Social Intelligence – Streaming and Segmentation
Social
Interaction
Brand
Affinity
Geo-demographic
ProfileExperian Mosaic – 15 Groups (Streams), 66 Types (Segments)
Hybrid Cone – 3 Dimensions
The Cone™
Social Interaction
The Cone™ – Streaming & Segmentation

Social Intelligence – Social Interaction
Social Interaction Cone Rules
1. Inactive – not engaged – low evidence / low affinity / low interest in Social Media
2. Lone Wolf – sparse / thin social network - may share negative information (Trolling)
3. Home Boy – Social Network clustered around Home Location Postcodes (Gang Culture)
4. Eternal Student – Social Network clustered around School / College / University Alumni
5. Workplace – Social Network clustered around Work and Colleagues (e.g. City Brokers, Traders)
6. Friends and Family – Social Network clustered around physical social contacts - Friends and Family
7. Enthusiast – Social Network clustered around shared, common interests – Sport. Music and Fashion etc.
8. Promiscuous – Open Networker – virtual Social Network across all categories- will connect with anybody
Number of Segments
• With anonymous data (e.g. surveys and polls) then the number of initial Segments is 4 (Matt Hart). With people
data (named individuals) we can discover much richer internal and external data from multiple sources (Social
Media / User Content / Experian) - and therefore segment the population with greater granularity
Individuals Qualifying for Multiple Segments.
• When individuals qualify for multiple segments - we can either add these deviant (non-standard) individuals to
the Segment that they have the greatest affinity with - or kick out any such deviants into an Outlying / Outcast /
Miscellaneous Segment for further statistical processing or for processing throiugh manual intervention

Social Intelligence – Actionable Insights
Brand
Affinity
Social
Interaction
Geo-demographic
Profile
Experian Mosaic – 15 Groups (Segments), 66 Types (Streams)
Hybrid Cone – 3 Dimensions
Fanatics - 10%
Enthusiasts - 20%
Casuals - 30%
Indifferent - 40%
The Cone™
Brand Loyalty & Affinity
The Cone™ – Actionable Insights

Social Interaction
How consumers use social media (e.g., Facebook, Twitter) to address and/or engage with companies around social and environmental issues.

Patterns of Social Relationships.....
Social Media is the fastest growing category of user-provided global content and will eventually grow
to 20% of all internet content. Gartner defines social media content as unstructured data created,
edited and published by users on external platforms including Facebook, MySpace, LinkedIn, Twitter,
Xing, YouTube and a myriad of other social networking platforms - in addition to internal Corporate
Wikis, special interest group blogs, communications and collaboration platforms.....
Social Mapping is the method used to describe how social linkage between individuals define Social
Networks and to understand the nature of intimate relationships between individuals.

Social Conversations SCRM in the Cloud

Traditional CRM was very much based around data and information that brands could collect
on their customers, all of which would go into a CRM system that then allowed the company
to better target various customers. CRM is comprised of sales, marketing and service /
support–based functions whose purpose was to move the customer through a pipeline with
the goal of keeping the customer coming back to buy more and more stuff......
TRADITIONAL CRM – Customer Management PipelineTRADITIONAL CRM – Customer Management Pipeline

Evolution of CRM to SCRM - The challenge for organizations now is adapting and evolving
to meet the needs and demands of these new social customers - many organizations still
do not understand the CRM value of social media.....
SOCIAL CRM – Social Media ConversationsSOCIAL CRM – Social Media Conversations

In Social CRM - the customer is actually the focal point of how an organization operates. Instead of
marketing products or pushing messages to customers, brands now talk to and collaborate with
their customers to solve business problems, empower customers to shape their own Customer
Experience and Journeys and develop strong customer relationships - which will over time, turn
participants into brand evangelists and positive customer advocates.....
SOCIAL CRM – Social CRM ProcessesSOCIAL CRM – Social Media Conversations

Posted on April 20, 2010 by Laurance Buchanan - Capgemini
SOCIAL CRM – a Business Framework and Operating Model
Social CRM - a Business Framework and Operating Model
SOCIAL CRM – Business Framework and Operating Model

Social Graphs and Market Sentiment
• Using “BIG DATA” to drive Market Sentiment •
Unprompted online conversations, statements and news create an online reflection of real-life events and
issues – influencing the thoughts of individual consumers – managing Reputational Risk and so shaping
Market Sentiment. The Social Media data, Blogs and News feeds that form this digital mirror of the world
provides a gold mine of actionable information.....

• Influencer Programmes have a long history in
industries such as software, computers and
electronics, - but today they are successfully
deployed across all types of industries including
automotive, smart phones, fashion, health and
nutrition, wine, sports, music, technology, travel
tourism and leisure – and financial services.....
• In a hyper-connected world market-makers and
influencers increasingly provide the gateway to
decision makers who drive consumer behaviour.
• Unprompted online conversations, statements
and news create an online reflection of real-life
events and issues – influencing the thoughts of
individual consumers and so shaping Market
Sentiment.
• The Social Media data and News feeds that form
this digital mirror of the world provides a gold
mine of information. However, unlocking the
data is not straight forward as it requires a
complex and unique set of technologies, skills
and methods.....
INFLUENCER PROGRAMMES – Social Media Conversations

The Cone™ Application
Social Intelligence
Cloud
CRM
Data
Profile
Data
CRM / CEM
Big Data
Analytics
Customer Management
(CRM / CEM)
Social
Intelligence
Campaign
Management e-Business
Big Data Analytics
The Cone™
Customer Loyalty
& Brand Affinity
The Cone™
Smart Apps
Audience
Survey Data
Insights
Reports
TV Set-
top Box

• SMAC Digital Technology – The term SMAC Digital Technologies describes the use of
digital resources to discover, analyse, create, exploit, communicate and consume useful
information within a digital context. This encompasses the deployment of Next Generation
Enterprise (NGE) Digital Enterprise Target Operating Model (eTOM) and development of
Social Media – sites such as Facebook, Spotify, Twitter, WhatsApp, UTube, MySpace,
LinkedIn and Xing. Mobile Platforms, Smart Devices and Smart Apps, Next Generation
Network (NGN - 4G / LTE) Communication Architectures, Analytics and Data Science -
Data “mashing” and Big Data – Hadoop Clusters, Cloud Computing – virtualisation and
integration with 3rd Party e-business platforms and Over-the-top (OTT) Partner APIs.

Social Media
Mobile Platforms
Analytics
Cloud Services
Next Generation Enterprise (NGE) Business Models
Social Media Applications
Next Generation Network (NGN) Communications
Data Science / Big Data / Real-time Analytics @ POS
Digital and Social Customer Relationship Management

The Digital Enterprise Methodology
Digital Enterprise Planning Methodology: -
• Understand business and technology environment– Business Outcomes, Goals and Objectives domains
• Understand business and technology challenges / opportunities – Business Drivers and Requirements
• Gather the evidence to quantify the impact of those opportunities – Business Case
• Quantify the business benefits of resolving the opportunities – Benefits Realisation
• Quantify the changes need to resolve the opportunities – Business Transformation
• Understand Stakeholder Management issues – Communication Strategy
• Understand organisational constraints – Organisational Impact Analysis
• Understand technology constraints – Technology Strategy
Digital Enterprise Delivery Methodology: -
• Understand success management – Scope, Budget, Resources, Dependencies, Milestones, Timeline
• Understand achievement measures – Critical Success Factors / Key Performance Indicators / ROI
• Produce the outline supporting planning documentation - Business and Technology Roadmaps
• Complete the detailed supporting planning documentation – Programme and Project Plans
• Design the solution options to solve the challenges – Business and Solution Architectures
• Execute the preferred solution implementation – using Lean / Digital delivery techniques
• Report Actual Progress, Issues, Risks and Changes against Budget / Plan / Forecast
• Lean / Agile Delivery, Implementation and Go-live !

• The profiling and analysis of large
aggregated datasets in order to
determine a ‘natural’ structure of
groupings provides an important
technique for many statistical and
analytic applications.
• Cluster analysis on the basis of
profile similarities or geographic
distribution is a method where no
prior assumptions are made
concerning the number of groups
or group hierarchies and internal
structure.
• Geo-demographic techniques are
frequently used in order to profile
and segment populations by
‘natural’ groupings - such as
common behavioural traits,
Clinical Trial, Morbidity or
Actuarial outcomes - along with
many other shared characteristics
and common factors.....
Geo-demographics - “Big Data”

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