Today’s technology-immersed customers have high expectations when it comes to the retailers they engage with. Not only do they expect their retailer of choice to offer an endless array of products that can be fulfilled from any location within the enterprise, they also expect a more fulfilling and connected experience both online and in the store. In order to meet these higher expectations, organizations that sell directly to customers must pivot to become digital businesses, and this transformation requires them to double-down on their investments in people, process, and technology. As the complexity and importance of commerce technology swells,
B2C organizations are increasingly seeking out the help of Global Commerce Service Providers to not only implement commerce technology, but to help their organization refine business processes and create innovative omnichannel experiences.
Indian consumers are more likely to own a mobile phone and use it to access the Internet than own a PC or laptop and use a wired Internet connection. The stats speak for themselves: As of September 2014, India has more than 930 million wireless subscribers against just 27 million wireline subscribers. And while just 8% of these 957 million subscribers have a broadband connection (with download speeds of 512 kbps or better), fully 80% of them are mobile users.
This is leading to the mobile mind shift: the expectation that consumers can get what they want in their immediate context and moments of need. This trend is particularly evident in retail; today’s consumers are increasingly using their mobile devices to accomplish a variety of shopping-related tasks online – from researching a product to buying it.
Forrester has developed a global retail segmentation framework to identify, assess, and compare the behaviors of shoppers in various countries. Five segments identify the most prevalent and regular shopper behaviors (see figure below). According to this framework, 6% of metro Indian online users fall into the Mobile Shoppers segment. In comparison, only 4% of online users in the US are Mobile Shoppers! Even the percentage of Super-Shoppers in India is more than twice that in the US.
2015 is upon us: in Forrester’s just-released “Predictions 2015: US B2C And B2B eCommerce Players Will Struggle To Keep Up With Customers” report, we predict a number of key issues will challenge B2C eBusiness & Channel Strategy professionals in the coming year, while a number of new and exciting—but not pressing—topics will circulate. B2C eBusiness & channel strategy professionals ought to know which key issues to watch and which over-hyped trends to ignore.
What Will Happen: Flexible Fulfillment is the new term for omnichannel
Order management systems (OMS’s) typically haven’t garnered the same attention as other commerce technology. Orchestrating online orders from the point of purchase through to the point of fulfillment was viewed (through the eyes of eBusiness professionals) as a back-office process. In fact, eBusiness professionals have historically paid little attention to these systems and were happy for them to be developed and minded by supply chain or enterprise architecture professionals. But like the awkward kid at school, Omnichannel OMS systems have blossomed and turned into the must-have technology for almost every eBusiness leader.
One of my first jobs was as a sales associate at a clothing store, after which mall shopping lost any of the leisurely appeal it once held. I still find myself folding clothes I didn't unfurl and fixing hanger hooks to all face the same direction.Chalk it up to knowing how the sausage is made, or perhaps a logical side effect of working in eCommerce research, but I do most of my shopping online these days.
The store shopping experience hasn’t changed much since my time as a sales associate. But that’s all about to change. We’re at the beginning of a retail transformation: The growing percentage of retail revenues driven by eCommerce and the influence of digital technologies on consumer behavior and expectations alike means that retailers are being forced to reevaluate the value proposition of the store. The result? A digitally enhanced retail store.
Today, a mix of technologies are coming together to marry the online and offline experiences to revolutionize in-store shopping and the role of the physical store. However, we’re still in early stages. Many of these initiatives remain in experimental phases, and glaring success stories are few and far between. Despite the rarity of iron-clad business cases for these initiatives, eBusiness professionals and their colleagues in store operations are forging ahead.
Together with eCommerce technology analyst Adam Silverman, I recently published a report laying out the current state of digital store initiatives and the promising opportunities a digital store overhaul represents for retail. Some of the ways retailers are transforming retail stores include:
Last week Forrester published a report highlighting the benefits and challenges of rolling out a mobile point of service (mPOS) solution. Increasingly, retail professionals are turning to mPOS technology to help bolster customer engagement, lower store expenses, and improve the efficiency of sales-related functions. It’s clear that retailers are eager to implement this capability, but realizing a solid return on investment is not guaranteed.
Ensure your mPOS solution meets core needs. Tailor your mPOS integration to the needs of your customers and associates while leveraging the strengths of your business model. One-size mPOS does not fit all, and strategically creating a solution that exceeds your customers’ needs while bolstering your existing business model will yield the best results.
Expose your data in a scalable way. mPOS will improve customer engagement by combining the benefits of a physical interaction with the robust data of the digital experience if data is exposed correctly.
Focus on simplifying tasks first. Deploy initiatives that create efficiencies in store operations first, and then focus on developing strategies and solutions that bolster the customer experience. Today, measurable ROI is easier to define through store efficiencies than through improvements in customer experience.
Two months ago, SAP announced their intention to acquire Hybris and back then I blogged about the potential implications for Forrester’s clients. Today, SAP has formally completed the acquisition, which brings further clarity for the road ahead:
Hybris will operate as an independent business unit. Hybris will operate as an "SAP Company" rather than a "Product of SAP” and will retain its existing sales and development teams. This is a positive move for existing and future Hybris customers and ensures that the Hybris solution will continue to remain agnostic of other SAP products and technology. For now there will be no bundling of products, Hybris will not become part of the ERP or CRM suites or vice versa, however on the SAP side of the house there will be development in building lightweight ‘connector’ integrations for those customers that want to run Hybris alongside an existing SAP ERP or CRM infrastructure.
Customers will be able to buy from SAP or Hybris. In the near future, the on-premise edition of Hybris will become available on the SAP price list. For existing SAP customers looking at Hybris, this will give them the flexibility to contract directly with SAP and leverage their existing master service agreement. Given that Hybris will be available through both the SAP and Hybris sales channel, customers should expect price parity - it is unlikely that SAP reps will have much leeway to apply deep corporate discounting when selling Hybris.
With growth comes investment, so given that eBusinesses across the globe continue to experience double-digit compound annual online sales growth, it should come as little surprise that 66% of these same firms are planning to increase their investment in commerce technology in 2014. In my latest research report “Commerce Technology Investment And Platform Trends — 2013”, Forrester polled 49 eBusiness leaders to understand their investment and technology implementation plans for the next 12 months. Here’s what the top of the investment priority list looks like:
Omnichannel Execution. Omnichannel initiatives have become a major focus for every retailer and brand with a physical brick-and-mortar presence. eBusiness teams (and their counterparts in store operations) are rushing to implement the following programs among others: pickup-in/ship-to store, store inventory visibility, ship from store, and associate enablement.
eCommerce Replatforming. eCommerce platforms are the backbone of any digital channel, and replacing legacy home-grown systems or outdated (and often unsupported) platforms remains a top priority. With these platforms now supporting omnichannel programs such as “buy-online, pick-up in-store”, having a scalable and flexible platform that can support future growth is an imperative.
Our clients continue to realize sustained online revenue growth which means many eBusiness leaders have both the funds and backing to continue to invest heavily in commerce technology. Across the board, retailers, consumer brands, and industrial suppliers alike are significantly bolstering their capital investment programs to ensure they stay at the forefront of digital innovation while ensuring that their online, fulfillment, and back-office systems are ready to scale for anticipated growth over the next five years. Subsequently Forrester is hiring for a Principal/Senior Analyst to help us expand our coverage of this incredibly dynamic area.
After repeated false starts of trying to build its way into the enterprise eCommerce space, SAP has finally decided to do a U-turn on its strategy and buy its way in. For years there has been intense speculation that SAP might acquire hybris, and behind the scenes there has certainly been much umming and ahing over the enterprise software giant’s commerce strategy. Hybris has been on a tear recently, and until today was widely expected to file for an IPO in 2014; however, the firm’s destiny has for some time been in the hands of its VC investors (Huntsman Gay Global Capital, Meritech Capital Partners and Greylock Israel). The decision to sell to SAP was likely influenced by these VC firms who, between them, have a controlling state in the firm. The value of the acquisition has not been disclosed, but given hybris’ strong earnings over the past four quarters (the bulk of which was directly from license revenues) and with the looming path of an IPO, we can speculate that SAP paid a substantial price tag — although the terms of the transaction are likely complicated.
So the big surprise is not why, but why now? There is no single answer to this question — but we can look at the factors that have increasingly piled on the pressure for SAP to change direction and pull the trigger on this acquisition: