1. Digitalisation and Omni-Channel
2. Innovating Physical Retail Formats
3. Verticalisation 4.0
4. Customer Relationship Management
5. Transformation Management and Multi-Project Office
6. Artificial Intelligence
7. Customer Driven Retail
8. Sales strategies in the digital age
It’s well-known that today digitalisation not only has far-reaching consequences for inter-company relations but also for the design of intra-company processes. At the same time, the resulting to-dos seem so varied and complex that the right structuring and prioritisation as well as consistent implementation and communication with the organisation prove difficult on top of daily business routine.
As a result many digitalisation initiatives are still caught in the conceptual stage or their implementation does not deliver a sufficient contribution to business success. In many places a multi-channel (and in part connected) presence was built up that entails higher costs and more complexity but does not sufficiently live up to consumer needs yet. The core question of how the cross-channel customer journey can be actively managed for target shoppers and how each channel can deliver an excellent and relevant experience often remains unanswered.
We help you to do honest stock taking of your digital performance while interacting with shoppers and your back-office processes. On this basis we work out a strategic roadmap for you, in which we identity, prioritise and operationalise both existing and future need for action – and we will customise the messages for your organisation in the process.
While offering the right merchandise in the right location used to make or break success in physical retail for decades, retailers are now faced with shoppers who take choice and availability for granted. With declining footfall bricks-and-mortar retailers can only flourish if they offer concrete added value beyond an array of goods and if they generate their own footfall by being relevant.
We help you to find out and cash in on the added value of relevance to your shoppers, covering the complete array of tools from the revitalisation of classic retail virtues, through to staging the customer journey and technological innovations.
Whereas becoming fully integrated was considered a standard strategy for many industry brands and retailers with private brands for many years, years of over-distribution, replaceable ranges, uninspired rows of shop-in-shops and non-profitable mono-brand stores have caused disillusion for many.
However, the original objective of orienting the complete value chain consistently towards consumers’ needs, of responding to trends more accurately, and of keeping one’s brand under control until it is sold is as relevant as ever today.
We assist you in re-aligning your verticalisation initiative so as to become more consumer-focused and efficient while profiting from the new opportunities that the digitalisation of the sector brings.
Only those building and maintaining their own stable access to consumers will be able to stand their ground in the face of growing digitalisation also beyond the big platforms. For most retail concepts and brands this makes establishing a cross-channel Customer Relationship Management indispensable. Rather than reaching shoppers at the relevant contact points the aim here is to also address shoppers in a personalised way, i.e. relaying the individually correct message or ranges based on data.
Especially the areas of physical retail where personal advice counts to set oneself apart from the pure online players’ ranges, hold great potential for more relevant communication when combining data with personal contacts – more relevant than communication “just” based on data.
We help you to keep in touch with shoppers by improving your data-based (and personal) customer interaction, by maximising your knowledge about your shoppers, by innovating your loyalty system (if any) – and we do so by increasing the data-based customer focus in all functions of your company.
Very few change initiatives fail due to poorly thought-through concepts. The problem is far more often the implementation since there is insufficient commitment on the part of key people, the project forms relied on are often rigid, fairly inflexible, the complexity of project interrelations is underestimated or daily business routine simply leaves too little time and focus for projects.
We help companies in the fashion industry translate their need for change into the right projects, to get their organisation’s commitment, and to ensure the actual implementation of the projects. In the process our MPO (Multi-Project Office) and new working methods not only ensure the success of imminent initiatives but also enable your organisation as a whole to tackle future needs for change more efficiently.
Over the coming years Artificial Intelligence methods (especially Machine Learnings) will start to revolutionise core processes in the fashion industry such as merchandise management, customer engagement, to name but two. The underlying algorithms have existed for decades and the required computing power has long become a commodity. So the challenge is to rather identify the right applications, to make the required (internal and external) data available and, above all, to customise this message for people so they embrace these processes and share their own know-how. The superior solutions of tomorrow will be characterised by a smart interplay between man and machine rather than just by technology.
We ensure that AI does not remain a buzzword for you but delivers a concrete, measurable benefit for your company. To this end we closely cooperate with science and leading technology suppliers and also enhance business cases with market data from our benchmarking.
Retail has changed drastically in the last years. New business models are forcing their way into the market and providing the customer with further opportunities to shop. These business models are attuned individually to the customer and maintain contact also after a purchase has been made. In competition these formats are attacking the stationary retail's supposedly last fortress, the personal customer relationship.
We have learned that a selective customer approach and processing will significantly improve the added value. Along with knowledge of the customer, the sales person will be provided with a new profile, he becomes a customer manager. In order to have the right merchandise in the store at the right time, the future purchaser will compile the selection based on the customers' purchasing behaviour. This will allow differentiated brands and amounts to be assembled according to customer types, their behaviour and their time of purchase. This chain continues in the marketing on the shop floor. Brand neighbourhoods will be implemented according to the customers' purchasing preferences.
The customer's feedback from his purchasing experience is of utmost importance for a permanent further development and/or for the setting of new visiting and purchasing impulses. This is where communication and the customer loyalty system will be of benefit.
In order to process these challenges and opportunities, h+p has in recent years developed a holistic management approach: Customer Driven Retail
Based on the company's strategy, the concept will be divided into 4 areas:
15 customer types have been developed to form the central basis that, when analysed, demonstrate potential and approach in their different dimensions. This new perspective allows all areas, purchasing, sales, marketing and employee management, to create a targeted and efficient performance basis for each individual customer group. We use the Seasonal Planner developed by h+p as the coordination tool. This guarantees successful implementation.
The decreasing number of retailers in the market and the simultaneous growth of the number of POS is a sure sign of the competition getting stronger. Small retailers are losing significance in the market. Not only is the battle for the consumer getting harder all the time, but also the changes in consumer behaviour, driven by digitalization, are getting stronger. These changes must be countered with an omni-channel sales strategy.
Future sales teams must think and act across all channels. Purely focussing on the classic wholesale path to stationary retail can never completely exploit the potential.
h+p has localised five fields of action and innovation for sales in the digital age:
New territories: Based on the decreasing number of customers and the growing number of cross-territory active customers, territorial reforms are necessary.
New market / customer processing: Cross-channel merchandise flow and increasing number of online channels demand other processing techniques and commission models.
New Tools: Customer master data files must be extended to encompass movement data – mobile real-time information across all channels is a must.
New cooperation's: The omni-channel customer journey must be taken into account with new cooperation bases between retail and industry.
New order processes: The digital possibilities for visualization and virtualization will be integrated in the processes as a matter of course taking the human factor into account.