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Classification level: Confidential DIGITAL MCC HUNGARY – COUNTRY REVIEW Draft – 3rd of Feb 2015 4. March, 2015/Country Review – Hungary| Member of METRO.

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Presentation on theme: "Classification level: Confidential DIGITAL MCC HUNGARY – COUNTRY REVIEW Draft – 3rd of Feb 2015 4. March, 2015/Country Review – Hungary| Member of METRO."— Presentation transcript:

1 Classification level: Confidential DIGITAL MCC HUNGARY – COUNTRY REVIEW Draft – 3rd of Feb March, 2015/Country Review – Hungary| Member of METRO GROUP

2 Classification level: Confidential Our customers routinely use digital channels to gather information, interact with others and to purchase goods / services: they appreciate the comfort / transparency / speed, they gain good experiences with other companies and expect the same from us, competitors in our sector provide services and gather valuable learnings BACKGROUND / STRATEGIC CONTEXT : DIGITAL IS NOW REALITY Hungarian population:  25% of population / 30% our customers buys food on-line (Tesco, G-roby)  Internet access: 74% of population, 98% of businesses Hungarian population:  25% of population / 30% our customers buys food on-line (Tesco, G-roby)  Internet access: 74% of population, 98% of businesses % of goods purchased online, HUNGARY 2013 / 2014  Upgraded METRO website  CTG-specific eDM campaigns  Social media presence  Online Ordering  Office e-commerce solution  Misc / QLink  CIH  DEAL  Upgraded METRO website  CTG-specific eDM campaigns  Social media presence  Online Ordering  Office e-commerce solution  Misc / QLink  CIH  DEAL Market environment direct impact of online sales on some NF categories, quality of customer master data requires further investment, good progress in solution deployment, continnuous learning with targeted communications, we can build on Metro’s strengths of: brand credibility, logistics network, expertise, freshness, broad assortment, relationship, reliability + technical solution portfolio METRO progress / focus MCC HU Customers:  min. 53% have smart phones / tablets  47% researches online before shopping MCC HU Customers:  min. 53% have smart phones / tablets  47% researches online before shopping Source: MCC HU customers - Exit study 2015 Source: GFK Digital rediness study HU,2015

3 Classification level: Confidential ▪Broader, cost-efficient reach of communication, ▪Improved relevance of communication and offers, ▪Higher speed of reaction (to customer needs and/or competitor moves), ▪Enhanced engagement with our customers via multi-touchpoint connections, DIGITAL TRANSFORMATION ENABLES TO INFLUENCE CUSTOMERS AT ALL DECISION MAKING POINTS Discovery Research Selection Connection Advice Ordering Fulfilment Invoice presentation Payment Post-sales service Reorder Community Rewards Feedback Ultimate aim is seamless service with multiple options for each step anytime, anywhere, anyhow consistent experience and services : 2 eDM, eMM MM SF, KAM Telesales Store OO Office e-comm. Facebook metro.hu Delivery GOAL: Enhance service level and cutomers satisfaction via:

4 Classification level: Confidential A.low margin commodities (low engagement, hard to differentiate) : efficiency, competitive pricing, availability, QD, convenience, fulfillment excellence B.items of differentiation: shopping experience, competence, advise, quality, traceability, novelty, exclusive range and services, trial of new products, feedback loop to suppliers C.provision of long-tail items (differentiator): serve via central WH (even on international level) Digital solutions help to ease some current store-specifc customer frustrations: checkout queue, finding products, OOS, not knowing what’s available, hard to reorder, virtual assortment, low-volume unique items are hard to keep in stock, not enough product info / comparison opportunity in-store ▪Rich, segment-specific content via web, myMetro, eDM campaigns and later via mobile, ▪boost energy into digital campaign develoment and deployment, ▪rapid conversion towards eMM (more s reached, later adjustable content) ▪further enhance online ordering features and rapidly boost OO usage ▪Utilize DEAL to support SF in customer-specific solution-presentation ▪OVERALL: attract, engage and sell to customers in the most personal way feasible / affordable STRATEGY: FOCUS ON SOLUTIONS IMPROVING CUSTOMER EXPERIENCE AND PROVIDING DIFFERENTIATION 3) INCREASE RELEVANCE / PROPENSITY TO BUY 2) ENHANCE CUSTOMER EXPERIENCE 1) SUPPORT DIFFERENTIATED PROPOSITION 3 A A B B C C

5 Classification level: Confidential DIGITAL STRATEGY: CORE SYSTEMS AND IMPLEMENTATION STATUS ActivitiesPage(s)Description Implementation Status KPIs  Goods Management Systems  Pricing strategy (MMS)  MMS UFM module impl.  DNR+ (MMS) On-going  Check out system  OPEX Check out harmonization (MPOS)  MPOSX pilot, roll out  Electronic invoice for customers Finished On-going Planned 2015/16  CRM Systems  CIH – Siebel Customer issue handling  DEAL – Siebel DEAL implementation  Loyalty – Siebel M Loyalty  My METRO - implementation Finished On-going Planned 2016/17  Admin systems  SAP – Common Template Accounting  MCCM – New system implementation Planned 2018 On-going  Traceability  Databar expanded barcode introduction, EDI DESADV message implementation  Ftrace implementation On-going  FIR  MISC system implementation  Qlink system implementation  Onlinie Ordering system implementation Finished On-going Finished  Digital readiness  Data collection for Food and Non Food articlesOn-going  Technical projects  Virtual Desktop Infrastructure (VDI) introductionOn-going 44. March, 2015/Country Review – Hungary| Member of METRO GROUP Delete ‚pages’ and ‚KPI’ columns No significant deviation with systems implications identified at the two Horeca customer journeys (see the two standard pages in backup for details).

6 Classification level: Confidential DIGITAL STRATEGY: CURRENT ACTIVITIES AND IMPLEMENTATION STATUS Activities Page (s) ( Description Implementation Status KPIs  CTG eDMs  Weekly impulse for the CTGs, communicating selected promo offers and core basket articles’ weekly prices On-going  CTG subpages  CTG specific information, linksOn-going  FB Gastroacademy  Regular posts about courses, recipes (videos)On-going  FB Bocuse d’Or  Prepare for Lyon (awareness campaign)  Bocuse d’Or competition (continuous posts) Done: 2015 January  Allergen /product info on web  Templates, icons, How to for allergen signage for HorecaPlanned: 2015 Febr  Season on web  Seasonal solution guidesPlanned: 2015 April  Tools on web  Calculation subpage for recipes with food cost, shopping list, etc Planned: 2015 July  Social Gastro  Cooperation with gastro blogging company to develop our customers’ social media appearance Planned: 2015 Aug  Web shop – assortment boost  Widen available assortment, accessibility open for CTG-sPlanned: 2015 July  Virtual webshop at our traders store  Digital ordering solution to extend the assortment of our Trader Partners with occasional items from METRO Planned: end 2015  Integration with invoicing, stock mgt softwares  Integrate our ordering function into existing off-the-shelf solutions for easy-of-use and loyalty Planned: end 2015  B2B Mobile solution  Efficient reach of CTG-sPlanned: 2015 July 5 Delete ‚pages’ and ‚KPI’ columns

7 Classification level: Confidential DIGITAL STRATEGY: WEBSHOP P&L /142014/152015/162016/ /18 CAGR (ACT – LfL 2013) (FCXX – LfL 2014) (MTP) (in %) LFL Sales (mLC) ,3% GM* (in %)28,8%28,1%27,4%27,3%27,1% Direct cost* (in %) -14,1%-13,8%-12,9% -12,1% CM1* (in %)14,6%14,3%14,5%14,4%15,1% CM3* (in %)11,4% 11,6%11,5%12,2% TOP 10 FOOD Categories Sales 14/15 (mLC)Sales share Soft drinks 6928,5% Caffe 3414,1% Milk products 3012,4% Kitchen towel 187,5% Professional cleaning 156,3% Tea, cacao 145,6% Toilet paper 93,6% Cookies 83,2% Sugar 73,0% Honey, jam 52,0% Other Food categories 3313,8% FOOD Total ,0% TOP 10 NF Categories Sales 14/15 (mLC)Sales share Paper, notes 2837,4% Archiving, folders 810,6% Office furniture 56,7% Drink machines 45,0% Other office articles 34,1% Outdoor furniture 22,2% Office machines 22,1% Cleaning and Laudry care 22,1% Calendars 12,0% Refrigerators 11,8% Other Non Food categories 1926,1% NON FOOD Total 75100,0%

8 Classification level: Confidential BACKUPS

9 Classification level: Confidential DIGITAL STRATEGY: DEVIATION FROM CUSTOMER JOURNEYS DEVELOPED WITH FOCUS COUNTRIES 84. March, 2015/Country Review – Hungary| Member of METRO GROUP Hungarian Restaurant PageDeviationsReasoning Persona  Print affinity stronger  Checks printed pricelists of various suppliers  Online, social media affinity lower  Especially in the countryside, older generation of owners and chefs  Delivery, price sensivity stronger  Good price/quality ratio including delivery is more important Story 1: Store Focus  Order list done manually (handwritten or printed), no customer targeted promotion  Barcode scanning and voice based identification is not available.  No individualised offers on digital display and digital card yet – personal advise, product info from ICM at coffee corner personal  Digital display is not available  Customer advise is not that widespread - personal info from store staff, or from Customer Manager  Store navi, screens, portal and electronic shelf label 2.0 is not available  Normal Cashier paying method, no loyalty, no targeted coupon on invoice  Digital payment method needed Story 2: Web Focus  My METRO is not available  Website efficiency is not maximized  Delivery is with normal METRO delivery  Online order and delivery is only available for contracted customers  e-invoice is not available  Competitive disadvantage Story 3: Mobile Focus  No price check tool, comparison done manually or selfmade excel  Added value service  My METRO is not available  Barcode scanning and voice based identification is not available.  Click and collect not available – normal C+C or normal delivery or prepacking.  Market maturity justifies development This + next move to Backup p to come here

10 Classification level: Confidential DIGITAL STRATEGY TEMPLATES: DEVIATION FROM CUSTOMER JOURNEYS DEVELOPED WITH FOCUS COUNTRIES 9 1. Focus for HoReCa country 2. Focus for Trader country 3. Focus for Multi-Specialist country Hungarian Hotel 9 PageDeviationsReasoning Persona  Face to Face affinity stronger  Personal relationship, contact in the hotel industry is important (KAM)  Importance of competence & services higher  Services are a basic part of the purchase decision  Price sensivity stronger  Good price/quality ratio including delivery is more important Story 1: Call- Center Focus  Offline media used, awareness  Plans menu for at least 2 weeks ahead, does not check trends every week  There isn’t any barcode related order list creating  Creates order through website (002)  No identified via phone number or voice recognition  No phone nr or voice identification (planned for 2015)  No individual price with personalisation or redemption  CSP and redemption only for KAM / LKAM customers + TS special offers (not Cu specific) Story 2: Web Focus  Offline media used, awareness  Plans menu for at least 2 weeks ahead, does not check trends every week  Not available in smart phone related offers  Maturity & expectations of CTG-s justifies  My METRO is not available in HU  Website efficiency is not maximized Story 3: Sales Force Focus  Offline media used, awareness  Plans menu for at least 2 weeks ahead, does not check trends every week  No individual price with personalisation or redemption  CSP and redemption only for KAM / LKAM customers + Telesales special offers (not Cu specific) See prev. page


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