connected fashion™ final

Connected Fashion™

Retail Revenue Accelerator™

Next-Generation Enterprise (NGE) Digital Business Models –driving emerging Digital product and service providers.

The Digital Enterprise is all about doing things better today in order to design and build a better tomorrow. Digital Marketing is

driven by rapid response to changing social conditions so we can generate and maintain increased stakeholder value - and create

a brighter future for all of our stakeholders to enjoy today……

FAST FASHION RETAILING and BRAND MANAGEMENT

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” – ExperienceDigital Marketing – Fast Fashion

IBMWebSphere

SAP NetWeaverPi and/ orIBM MQSI

SAP IS/Retail

SAP CRM

Stebo or IBMProduct Centre

Internet

Contact Centre

Mobile 3rd PartySAP Solution Architecture

Customer Loyalty

EPOS / SEL

Sales Channels Fulfilment Channels

In-store

Home Delivery

BI / BO / BW HANA

SAP ECC7, ERP

ATG Dynamo Oracle Fusion Oracle Retail

Oracle CRM

Stebo or Kalido

Internet

Contact Centre

Mobile 3rd PartyOracle Solution Architecture

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-commercePlatform

IntegrationPlatform

RetailPlatform

CRMPlatform

CataloguePlatform

Internet

Contact Centre

Mobile 3rd Party

Customer Loyalty

In-storeSystems

Sales Channels Fulfilment Channels

In-store

Home Delivery

Retail 2.0 “Perfect Store” Multi-channel Enterprise Architecture

Data Warehouse

Head OfficeShared Services

Social Media Real-time 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

Multi-channel Retail

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

OperationsManagers

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

OperationsWarehousing &

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 FrameworkHDFS, 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 BrandAggregators

• 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 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 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).

Retail 2.0 “Perfect Store” – ExperienceDigital Marketing – Luxury Goods

Digital Marketing – Luxury GoodsBrand Status Brand Awareness Sales Volume


• PPR •• LVMH •

• Richemont •

Luxury Brands


Designer Labels

• Armani •• Burberry •• D&G •• Valentino •• Versace •

Cache Brands

• Du Maurier •• Dunhill •• Rolex •

Star Brands

• Calvin Klein • • DKNY •• Hilfiger •• Hugo Boss •• Ralph Lauren •

Premium Brands

• Balman •• Galliano • • Tiffany •• Swarovski •

Micro Brands

• Liberty • Asprey • • Mappin & Webb •

Esoteric Brands

• Patek Phillippe •• Van Cleef & Arples •

Bespoke Brands

• Leviev •• Graff •

Aspirational Brands

• Bulgari • Cerutti • • Mont Blanc • Tods •

Fashion Brands

• Brooks Bros. • • Kate Spade •• La Croix •• Marc Jacobs • • Nicole Farah •

Challengers

• Coach •• Diesel • • Fendi •• Superdry •


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.....


Digital Marketing – Luxury Goods


• PPR •• LVMH •• Richemont •

Luxury Brands


Designer Labels

• Armani •• Burberry •• D&G •• Valentino •• Versace •

Brand Status Sales Volume

Pyramid of Fashion

Esoteric Brands

• Patek Phillippe •• Van Cleef & Arples •

Cache Brands

• Du Maurier • • Dunhill •• Rolex •

Star Brands

• Calvin Klein • • DKNY •• Hilfiger •• Hugo Boss •• Ralph Lauren •

Premium Brands

• Balman •• Galliano • • Tiffany •• Swarovski •

Micro Brands

• Liberty • Asprey •• Mappin & Webb •

Bespoke Brands

• Leviev •• Graff •

Aspirational Brands

• Bulgari • Cherutti • • Mont Blanc • Tods •

Fashion Brands

• Brooks Bros. • • Kate Spade •• La Croix •• Marc Jacobs • • Nicole Farah •

Challengers

• Coach •• Diesel • • Fendi •• Superdry •

LUXURY GOODS RETAILING and BRAND MANAGEMENTAs 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.....


Retail Revenue Accelerator™

The Fashion Pyramid™ – 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

Qubix Digital™ - Digital Marketing

7. Enthusiasts

8. Fanatics

5. Followers

6. Supporters

3. Inactive

4. Casuals

1. Disconnected

2. Indifferent

Customer Profile FECI Segments: -

4%

8%

14%

18%

The Unconnected…..

“Donut and Ice Cream Cone™”

BigData

CloudServices

Analytics

Multi-ChannelRetail

SocialIntelligence

CampaignManagement

6%

12%

16%

22%

Market Value PropositionOmni-channel Digital Retail supports the following sales channels:-

– In-store– Catalogue– Call-centre– e-Commerce– Mobile– Social Media

• Social Media is now the fastest-growing Sales Channel in the most affluent Demographic Segments and socially active Customer Streams

• Digital Revenue Acceleration – driving sustainable growth through incremental sales, market share and revenue streams – by deploying Digital Platforms / Data Science Analytics / Social Intelligence Insights

/ Promcoples/

Brand DNA

Brand Personality / CSFs

Brand Promise / Cache

Brand Core Values / Principles

Brand Benefits – Category / Product Features

Brand Consumer Perception / Loyalty

Brand Audience – Consumer Metrics / Analytics / Insights

Market Insights – Brand Positioning / Market Share

On-line Brand Management

Target – Who ?

Attention –What?

Interest –When ?

Need –Where ?

Desire – How ?

Aspirations –Why ?

Customer Experience and Journey

Lifestyle –Channels ?

Omni-channel Digital RetailIn-store

CatalogueCall-centre

e-CommerceMobile

Social Media

CampaignsOffers

Promotions

Lifestyle Analytics• Digital Retailers seek to enhance their Consumer Data with Lifestyle Analytics - Who, What,

Where, Why When, How. Consumer Lifestyle aspirations and motivation are often expressed through the lifestyle events that people choose to make happen - and these lifestyle choices are documented in their Consumer Spending, Social Media and Audience Metrics Data.

• Lifestyle Events - "People and Places" Data: -

– Who are they interacting with - People– What ideas are they connecting with - Trends– Where are they going - Places– Why are they doing this - Lifestyle – When are they doing it - Time– How are they doing it - Channels

• Lifestyle "People, Places and Events" Data is valuable - so we don't usually find it in "free" Public Domain or Open Source data sets. What we do find in Public Sources is lots of object or "Thing" Data - generic environmental and transport information such as "Trains and Boats and Planes" Data - which may be re-used in order to enhance our customer experience.....

Sport

Music

Fashion

Lifestyle Analytics - Subjects

Sport Music Fashion

School College Work

Trends People Places Media

Education and Work

Lifestyle and Aspirations

Lifestyle Analytics - Clusters

Friends and Family Leisure and Entertainment

Cluster Analysis in Data Science• Cluster Analysis is a technique where similar data item values are identified and grouped together in Cluster Centrums -- in

order to discover previously unknown or concealed data relationships - using a variety of Clustering Algorithms. This model is used to explore very large volumes of transactional or machine generated (automatic) data, social media and internet content. Hundreds of spatial, mechanical, mathematical and statistical clustering algorithms are available. Many of these clustering algorithms may be “admissible” – but no single algorithm when used alone can be considered “optimal”: -

– K-means– Kernel K-means– Nearest neighbour– Spectral Clustering– CHAID Analysis / R– Ranking Algorithms– Gaussian mixture model– Latent Dirichlet Allocation

• The CHAID Analysis (Chi Square Automatic Interaction Detection) in R is a natural form of numeric analysis that identifies each independent variable to discover implicit data relationships (interactions) with dependant variables, along with other data outcomes, in and across single / multiple Data Sets - without any explicit prior assumptions as to the number or nature of Cluster Centrums. This model – using automatic determination in order to identify how each dependent variable is related and explain implicit natural groupings and reveal any other previously hidden data outcomes – is used in cases of market penetration, predicting and interpreting responses and a multitude of other data-driven research problems.

• Exploring Baysean, Clustering and Wave-form algorithms against time-series and cross-section Big Datasets are the key to unlocking Cycles, Patterns and Trends in complex (non-linear) systems – Cosmology, Climate and Weather, Economics and Fiscal Policy – in order to forecast future outcomes and events by modelling the impact of Random Events (Weak Signals, Wild Cards and Black Swan Events) acting on Human Activity data (Schumpeter Political, Economic, Social, Industrial, Agronomy and Technology Waves) and Natural data (Bond Cycles - Solar, Oceanic and Atmospheric Climate Forcing).

The Pyramid™ - Digital MarketingCustomer Profile FECI Segments: -

The Unconnected…..

“Donut and Ice Cream Pyramid™”

BigData

CloudServices

Analytics

Multi-ChannelRetail

SocialIntelligence

CampaignManagement

7. Enthusiasts

8. Fanatics

5. Followers

6. Supporters

3. Indifferent

4. Casuals

1. Disconnected

2. Inactive

4%

8%

14%

18%

6%

12%

16%

22%

Big Data

Social Media Customer Profiling‣ SCENARIO – Social Media Campaigns, Offers and Promotions

‣ Sky IQ combine Debenham's Credit Card Transaction Data with detailed EPOS, mobile and on-line Orders / Deliveries / Cancellations / Returns at the SKU level, enhanced with Sky TV Audience data - to create a "Single View of Customer". This IT Services expenditure is viewed as a "cost centre" by Debenhams Finance.

‣ We load this Sky IQ Single View of Customer data set onto an Oracle Cloud platform to profile and rank Customers by spend volume. This is further enhanced with Social Media data where Debenham's and it's core brands - including Ted Baker, John Rochas and Mantaray labels - are mentioned.

‣ This reveals numerous interesting clusters which yield actionable insights - one cluster centrum is that of males aged 20 - 40 who purchase casual fashion (predominantly John Rochas and Mantaray brands) from Debenhams. What ideas are they connecting with in Social Media – in Music, Sport, Fashion – and what does this tell us about their lifestyle and aspirations? Where do they buy their formal and business fashion? Can we use these Market Insights in order to discover cross-sell / up-sell opportunities for business wear and formal attire from Debenhams brands such as Ted Baker

Business Strategy – Implementation Pathways

Mission Capital Restructuring and Business Flotation

Strategy Theme Business RestructuringDesired Outcomes Governed Business Functions Approved Business Processes Certified Business Systems

Goals Business Models, Organisational Standards, Quality and Compliance

Process Models, Business Process Standards, Quality and Governance

Enterprise Architecture Models, Business Systems Standards, Quality and Governance

Objectives Operational Standards, Enterprise Governance, Reporting, Controls

Auditable / Traceable / Compliant Business Processes / DocumentationWorld-class Process Execution

Auditable / Traceable / Compliant Business Systems

Strategic Requirements

Statutory and Regulatory Reporting - Controls, Auditability, Traceability, Statutory and Regulatory Compliance, Health and Safety Accreditation

Business Process Modelling / MappingBusiness Process Re-engineering Business Process ImprovementBusiness Process Quality Management

Business-as-Usual (BaU)Systems Failover / RecoveryContingency PlanningDisaster Recovery

Business Enabler Smart Blueprint and Capability Roadmap for Long-term Organisational Sustainability

Smart Blueprint and Capability Roadmap for Business Continuity

Smart Blueprint and Capability Roadmap for Platform Upgrade / Technology Refreshment / Business Systems Replacement

Technology Enabler Human Capital ManagementFinancial ManagementAsset Management

Business Process Modelling and Management, Workflow, Data / Process / Systems Integration

Mobile PlatformsERP / CRM / BIAnalytics / InsightsCloud Services

CSF KPI

Return on Investment• Digital Business Transformation - Value Pathways

– Achieve Strategic CSF’s, Outcomes, Goals and Objectives

• Digital Business / Enterprise Model - Value Pathways– Achieve Operational Targets and KPI’s

• SMACT/4D Digital Technology Stack - Value Pathways– Achieve Technology Refreshment and Digital Re-platforming

Pathway Benefit Business Transformation Use Case1 Achieve

Strategic Requirements

Achieve Strategic outcomes, goals and objectives through delivering a Digital Business Transformation Programme

Strategy outcomes, goals and objectives achieved: – CSFs / KPIs / Financial Targets / Value Chain Management achieved through delivering a Digital Business Transformation Programme

2 Reduce Indirect Costs Establishment

Reduce Establishment – Fixed Assets (Buildings, Office and DCT Equipment) and Staff (Direct and Indirect costs)

Establishment Costs Reduced: – Fixed Assets and Staff costs reduced by delivering Organisational Change through a Digital Business Transformation Programme

3 Improve Business Operational Performance

Improve Business Operational Performance by introducing a Digital Business Operating Model

Business Operating Model: – Functional Requirements met by introducing a Digital Business Operating Model – supporting Organisation Change / Process Improvement Management / Strategic Vendor Management / Inventory Management

4 Simplify Organisation Structure

Improve Business Process Execution by introducing a Digital Organisation Structure

Organisation Hierarchy Model: – People Requirements met by introducing a Digital Business Operating Model – supporting Organisation Change and Process Improvement Management

5 Simplify Business Processes

Improve Business Process Execution by introducing a Digital Business Process Hierarchy

Digital Business Process Model: – Process Requirements met by introducing a Digital Business Operating Model – supporting Organisation Change and Process Improvement Management

6 Reduce Direct (Trading) Costs

Deliver efficiency, cost-effectiveness performance, and future-proofing by deploying a Digital Business Model

Digital Business Model: – Migrating customers, products and services from a traditional bricks-and-mortar Business Model (F2F High Street presence and Call Centres / Contact Centres) to a Digital Business Model will reduce overheads by up to 40%

7 Increase Revenue

Drive Sales Performance by deploying a Digital Business Model

Digital Business Model: – Migrating customers, products and services from a traditional bricks-and-mortar Business Model (F2F High Street presence and Call Centres / Contact Centres) to a Digital Business Model increases sales revenue up to 40%

CASE STUDY 1: – Medical AnalyticsDigital Business Transformation - Value Pathways

Pathway Benefit Business / Enterprise Architecture Model Use Case8 Business

Performance – Functional Requirements

Deliver efficiency, cost-effectiveness performance, and future-proofing by deploying a Digital Solution Model and SMACT/4D Digital Technology Platform

Digital Solution Model: – Migrating customers, products and services from a traditional Technology Platform (EPOS / Call Centres / Contact Centres) onto a SMACT/4D Digital Technology Platform will reduce costs by 40% (annual repeatable benefits).

9 Increase Social Media and Internet Traffic

Stakeholders can build increased digital presence, market share, financial value, reputational value and good will through massively increasing Internet Traffic and Social Media Conversations.

Digital Presence: – Social Media Conversations and Internet Traffic volume is increased, generating incremental stakeholder value by yielding Actionable Insights for campaigns, offers and promotions revenue Analysis of Internet data allows Product Managers to support marketing strategies and campaigns that consistently out-perform competitor product / service offerings.

10 Increase Sales Units / Volume

Implementing SalesForce.com could increase Sales Volume by an average of 40% in the first year. Mining Actionable Commercial Insights using AWS EMR Big Data Analytics may yield a further increase in Sales Volume by up to 40%.

Internet Traffic Analysis: – SalesForce.com and AWS EMR Big Data Analytics reduces the cost to process Sales Data, yielding increased data processing rates to support marketing decisions. Analysis of this information allows Digital Marketing Managers to promote sales and marketing strategies that consistently achieve market-leading retail outcomes and financial results / outcomes.

11 Increase Sales Revenue and Contribution

Drive increased cost-effectiveness, efficiency, sales performance, and Market Presence from the Digital Business Model and Technology Stack

Digital Business Architecture – Lean Scenarios / Use Cases and Agile Epics / Stories are delivered via the Digital Technology Stack (e.g. Internet Social Media and User Content Analysis, Big Data Analytics, Mobile Platforms, 4D Geospatial Data Science)

12 Increase EBIT Profitability –enhance ROI

Ensure efficiency, accuracy and cost-effectiveness of Market and Financial Analysis – both routine / ad-hoc tasks.

Financial / Market Data Analysis: AWS EMR Cloud Big Data Analytics reduces the cost to store Customer, Market, Financial Transactional Data, allowing longer retention of data to support offers / promotions and campaign management / analysis upsell / cross-sell campaigns and rise in Market Sentiment, Good Will, Reputational Value and Stock Market Valuation scenarios

CASE STUDY 1: – Medical AnalyticsDigital Business / Enterprise Model - Value Pathways

Pathway Benefit “SMACT/4D Digital Technology Stack” Use Case13 Real-time Data

Streaming and Monitoring

Stakeholders get the most timely and appropriate alarms and alerts of any emerging disruptive market, technology, political, social and economic events.

Horizon Scanning, Tracking and Monitoring: Global Internet Content, Social Intelligence, News Feeds and Market Data are mined as sources for early warning of disruptive Weak Signals predicating possible future Wild Card and Black Swan events.

14 Predictive Analytics

Stakeholders can build financial value by taking an active role in self-service management of their own Enterprise Risk Management, Market Sentiment / Price Curve Forecast Data and Models.

Scenario Planning and Impact Analysis : - Social Intelligence and Market Data is mined for early warning of emerging trends and Actionable Insights in Market Sentiment / Price Movement. Monte Carlo Simulation generates Business Scenario clusters / Bayesian Analysis of the probability of each scenario occurring.

15 Technical (Quantitative) Analysis

Financial Technology capabilities and resources matched to the nature and complexity of the Analytics assignment – the evaluation and selection of those future options that provide the best possible fit with target future outcomes.

Financial Portfolio Management: - Buy-Hold-Sell decisions - Big Data reduces the cost to analyse Market Data, allowing faster processing of data to support investment decisions and model financial outcomes. Analysis of this data allows Portfolio Managers to support appraisal practices and investment fund strategies that consistently out-perform their Financial Markets.

16 Financial Analysis and Economic Modelling

Ensure efficiency, accuracy and cost-effectiveness of Economic Modelling Econometric Analysis and Financial Planning tasks.

Historical Market Data Analysis: Business Cycles, Patterns and Trends - Big Data reduces the cost to store Market Data, allowing longer retention of data to support investment decisions and model financial outcomes. Analysis of this data allows Fund Managers to promote appraisal practices and investment strategies that consistently achieve market-leading results.

17 SMACT/4D Digital Technology Platform

Deliver efficiency, cost-effectiveness performance, and future-proofing by investing in a SMACT/4D Digital Technology Architecture and Platform

Analytics Platform – Functional / Non-functional Requirements delivered via the Digital Technology Platform Components (e.g. Internet Content, Social Media and User Content Analysis, Big Data Analytics, Mobile Platforms, 4D Geospatial Data Science)

CASE STUDY 1: – Medical AnalyticsSMACT/4D Digital Technology Stack - Value Pathways

Balanced Scorecard – Customer Value

Big Data Analytics TemplatesThere are just two Big Data Analytics Templates required to support all of the various Scenarios below: -

1. CUSTOMER and CITIZEN PROFILE / ANALYTICS - MODEL TEMPLATE • “TROUBLED FAMILIES" DATA ENHANCEMENT SCENARIO - NHS and Local / Central Gov. Data • CUSTOMER and CITIZEN PROFILE / ANALYTICS SCENARIO - Customer / Citizen Data• LIFESTYLE DATA ENHANCEMENT SCENARIO - Social Media and Audience Metrics Data• GEO-DEMOGRAPHIC DATA SCENARIO – GIS Mapping / Spatial Analysis Experian / CACI Data

2. PREDICTIVE ANALYTICS MODEL TEMPLATE – Data Load / Model Initialisation / Tuning / History Matching / Prediction Runs

• ECONOMETRICS / ECONOMIC MODELLING SCENARIO – Long-range Forecasting and Economic Analysis

/ Promcoples/

Brand DNA

Brand Personality / CSFs

Brand Promise / Cache

Brand Core Values / Principles

Brand Benefits – Category / Product Features

Brand Consumer Perception / Loyalty

Brand Audience – Consumer Metrics / Analytics / Insights

Market Insights – Brand Positioning / Market Share

On-line Brand Management

Target – Who ?

Attention –What?

Interest –When ?

Need –Where ?

Desire – How ?

Aspirations –Why ?

Customer Experience and Journey

Lifestyle –Channels ?

Omni-channel Digital RetailIn-store

CatalogueCall-centre

e-CommerceMobile

Social Media

CampaignsOffers

Promotions

“DATA SCIENCE” – my own special area of Business expertise

Targeting – Split / Map / Shuffle / Reduce

Consume – End-User Data

Data Provisioning – High-Volume Data Flows

– Mobile Enterprise Platforms (MEAP’s)

Apache Hadoop FrameworkHDFS, MapReduce, Metlab “R”Autonomy, Vertica

Smart DevicesSmart AppsSmart Grid

Clinical Trial, Morbidity and Actuarial Outcomes Market Sentiment and Price Curve ForecastingHorizon Scanning,, Tracking and MonitoringWeak Signal, Wild Card and Black Swan Event Forecasting

– Data Delivery and Consumption

News Feeds and Digital MediaGlobal Internet ContentSocial MappingSocial MediaSocial CRM

– Data Discovery and Collection

– Analytics Engines - Hadoop

– Data Presentation and DisplayExcelWebMobile

– Data Management ProcessesData AuditData ProfileData Quality ReportingData Quality ImprovementData Extract, Transform, Load

– Performance AccelerationGPU’s – massive parallelismSSD’s – in-memory processingDBMS – ultra-fast data replication

– Data Management ToolsDataFluxEmbarcadero InformaticaTalend

– Info. Management ToolsBusiness ObjectsCognosHyperionMicrostrategy

BiolapJedoxSagentPolaris

TeradataSAP HANANetezza (now IBM)Greenplum (now Pivotal)Extreme Data xdgZybert Gridbox

– Data Warehouse Appliances

Ab InitioAscentialGenioOrchestra

SOCIAL INTELLIGENCE – The Emerging Big Data Stack

Information Management Strategy

Data Acquisition Strategy

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

Qubix Digital™ - Digital Marketing App

Qubix Digital™ Social Intelligence

and Market Sentiment Cloud

CRM / CEM Data

Profile Data

CRM / CEM Big Data Analytics

Customer Management(CRM / CEM)

SocialIntelligence

CampaignManagement

e-BusinessSmart Apps

Big Data AnalyticsQubix Digital™

Customer Loyalty & Brand Affinity

Qubix Digital™ AnalyticsSmart Apps

Insights

Reports

MarketSurvey Data

TV Set-top Box

Channel Selections

Smart App

Playlists

Social Intelligence

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.....

connected fashion™ final

Documents