I恢复增长大数据合作（英文版）.docx

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1、WHITE PAPERBack to GrowthBig Data CollaborationJune 2017WHITE PAPERWHITE PAPERBACK TO GROWTHOvercoming the barriers for adopting a collaborative approachThere are three significant barriers preventing many retailers and manufacturers from using all of the available information to drive a collaborati

2、ve approach:1. DATA OWNERSHIPRetailers own their data and value it very highly; not surprising given their level of investment and the business- focussed relationship they need to maintain with their suppliers. As a result, they may not be willing to share information or, if they do, they may charge

3、 high fees for it and apply strict access restrictions to it.Manufacturers, on the other hand, collect detailed information about their products. Without access to retailer data, they have little visibility of what happens to products once on store shelves. Did their latest advertising campaign gene

4、rate the expected amount of uplift? Is the new product available in all stores? Did a competitors promotion steal any loyal customers? What other products or brands do customers typically buy at the same time? Is this product losing sales because some stores arent ordering enough stock?Manufacturers

5、 simply have to know the answers to these types of questions to drive their operations, to plan their promotions and to inform new product strategies.2. VOLUME OF INFORMATIONThe sheer volume of information available in the industry is vast, and making this information available in a form where it ca

6、n easily be used to inform daily decision making is both a technical and logistical challenge. It is not unusual for a national retailer to be managing hundreds of billions of rows of data at any time.3. DIFFERENT VIEWS OF THE CUSTOMER Understanding what motivates customers is equally important to r

7、etailers and manufacturers, but both groups will have a very different perspective.Manufacturers invest in understanding how people react to factors like new flavours and marketing campaigns. They w川 have a deep knowledge of how people feel about their products, but they wont have much insight into

8、what else those people do when they visit a supermarket. Why do customers substitute products instead of purchasing their brand? Manufacturers need to understand customers.Retailers have more insight typically, as they can build profiles of customers based on the entire content of their baskets. Ret

9、ailers have data that shows which products are purchased together and the different types of shopping missions5 that occur at various times of day. If they have a loyalty program, they may also have a good insight into the household structure of each customer. What they lack is fine detail about how

10、 customers feel about brands or how important those brands are to the people that shop in their stores. They need to know where else the same customers are making purchases to fulfil the same need state a 360-degree understanding of purchase behaviour is imperative.Finding the common ground between

11、both of these perspectives isanessentialpartofachievinga more collaborativeapproach that better meets customer expectations.10WHITE PAPERWHITE PAPERBACK TO GROWTHOvercoming the barriers for adopting a collaborative approachWhy adopt a big data collaboration strategy: One Source of the Truth: Having

12、data accessible on one system using the same metrics/measures ensures retailers and manufacturers have a Tools and Framework for Increased Alignment:Aligning supplier and retailer customer-drivencommon language to help grow their respective businesses and understand the customer.initiatives and obje

13、ctives is core to winning in the marketplace and delivering maximum value to the customer. This relationship brings those processes together for greater success. Retailer/Manufacturer Joint Businessplanning:Having one common view of data coming out of the same system, on the same reports, with custo

14、misation and alignment to planning and execution enables better dialog between the Integration of Key Performance Drivers:Bringing together key data sets that drive all planning decisions, aligned to the retailer strategy and mission in manufacturer collaboration.retailer and its suppliers. Ultimate

15、ly, it enables increased collaboration and improved communication to deliver results against mutually aligned growth targets. Simplicity：Reducingthe number of systems in a retailers merchant/category-manager organisation allows for greater speed in decision making and reduces time spent training on

16、various systems. Pre-builtand Configurable Reportsand KPIs: Leveraging best practices in reporting and in alerting, brings more flexibility forreal-time activations rooted in a far more granular understanding of performance drivers.Growth delivered.WHITE PAPERBACK TO GROWTHCase studies: Sharing a ho

17、listic view of the customerSENSE AND RESPONDTrack the performance of a promotion and identify stores, regions or formats where it is underperforming. Make changes to supply or distribution and measure the impact.Measure the performance of new products and their impact on the category in control stor

18、es.Measure the contribution of each product to its category.Use the same lens as the retailer.The following section describes how some leading retailers have used technology to leverage their information for internal use and to facilitate a more collaborative approach with manufacturers. The manufac

19、turers are also winning in efficient and better allocation of their efforts and investments.1. ENGAGINGWITHCUSTOMERSTHROUGH DATA SHARING-M&SThe notion of using all of the available information to its full potential every day and for every decision is an objective that most would strive for in any si

20、tuation. But is this objective realistic for a national retailer or a brand selling tens of thousands of SKUs to millions of unique customers every day?Through a combination of technology and data science, the answer to this question is: Yes!An example of a retailer that has embraced the notion of u

21、sing information to encourage productive collaboration with their manufacturers, is Marks & Spencer (M&S) in the UK.This retailer has joined forces with IRI to build a platform that unifies a range of information sources from each one of the retailers stores, including: sales units, sales values, de

22、mand forecast, wastage and on-shelf availability.The platform is built on IRPs Liquid Data (ILD) platform, which automatically loads and synchronises each individual row of information and can aggregate up to any level instantly. In practical terms, this allows M&S to instantly look at total perform

23、ance for any Key Purchase Indicator (KPI) for the year to date and, just as easily, zoom right down to the performance of any product in any store on any week, or any moment in between. This is revolutionary compared with the restrictive category-level databases of the past.The user interface compri

24、ses a series of interactive reports that guide users through workflows aligned to their business processes. The system enables M&S to achieve the objective of using their own big data to drive everyday decision making, and because they have opened it up to their suppliers, they are able to operate a

25、 collaborative approach in delivering the right products, at the right time, in the right place to their customers.Typical activities enabled by IRIs Liquid Data system are:NEW PRODUCT TRIALSCATEGORY REVIEWSONGOING SALES REPORTING12WHITE PAPERBACK TO GROWTHCase studies: Sharing a holistic view of th

26、e customerWithin the first year of building the system, 80% of M&Ss manufacturers had chosen tojoin the programme, and all of them have chosen to renew their subscriptions each year.The system is accessed several hundred times every day, and every time a decision is made by M&S or by one of the coll

27、aborating manufacturers, that decision will be based on real data derived from the actions of real people in the stores.2. DIFFERENTVIEWSOFTHECUSTOMER-MCCOLLS UK Convenience retailer McColTs developed a technology platform with IRI in 2016 that contains all of the companys sales data, down to indivi

28、dual items in every basket. The platform also contains data from McColPs Loyalty Plus Card programme, which means users can examine the shopping behaviour of Plus Card users. In addition to this, McColTs has included its customer segmentations so that the basket content of each type of customer can

29、be assessed.The platform is used by McColTs and its suppliers, and it provides complete transparency about sales and the behaviour of customers in-store. It facilitates significant collaboration opportunities,proven successful byengaged retailers, such as: Manufacturers assess how important their pr

30、oducts are for specific trip missions.This informs decisions about assortment, promotions and store layouts. Manufacturers can assess which other brands are typically purchased with their own and can identify opportunities for cross-brand promotions. Manufacturers can see the full shopping patterns

31、of the McColTs customers, thereby improving their holistic understanding of convenience customers. Retailerscan quantify which brandsare most significant to attracting customers that make large purchases. It is possible to see which products drive the most repeat purchases, and which ones dont. McCo

32、lTs and their suppliers now have the opportunity to build a detailed profile of their customers,which can drive personalised promotional campaigns.13WHITE PAPERBACK TO GROWTHTransforming big data into bigdecisionsCustomers have more control today given their access to information before their shoppi

33、ng journey even begins. As a result, brand and store loyalty are much harder to gain and retain.To win the trust of this new generation, retailers and manufacturers will have to put the customer at the heart of their everyday decision making. This will mean getting the simple things and the more sop

34、histicated elements right, from assortment and placement at the shelf to customised promotions.The FMCG industry has embraced the information age and has been diligently digitising its activities to create vast oceans of information. This information has the potential to deliver this customer-focuss

35、ed approach to the benefit of manufacturers, retailers and customers. But only if it can be properly executed.Technology is now available from IRI that can align all of this information into a structure that can inform everyday decision making and can facilitate full and transparent collaboration. T

36、he IRI Liquid DataTM(ILD) platform and IRI Analytics Centre of Excellence is trusted by 95% of the Fortune Global 500 in FMCG and retail.What you need: Only IRI covers all areas of expertise to deliver growthWhat?What?So What?Deliver!MultisourcesModellisationIRI LiquidDataShopper experience GrowthOp

37、timisation14For further informationContact your IRI Consultant or send an email About IRI:IRI is a leading provider of big data, predictive analytics and forward-looking insights that help FMCG, OTC health care, retailers and media companies to grow. With the largest repository of purchase, media, s

38、ocial, causal and loyalty data, all integrated on an on-demand cloud-based technology platform, IRI guides over 5,000 clients globally in their quests to remain relentlessly relevant, capture market share, connect with consumers and deliver growth.Move your business forward at Follow IRI on Twitter:

39、 IRI_INTLIRI France, 4 rue Andre Derain - 78244 Chambourcy Cedex, France, Tel +33 (0)1 30 06 22 00Copyright2017 IRL All rights reserved. IRI, the IRI logo and the names of IRI products and services referenced herein are either trademarks or registered trademarks of IRI. All other trademarks are the

40、property of their respective owners.WHITE PAPERWHITE PAPERBACK TO GROWTHAgendaPage3 About this publication4 No growth is a hard fact!5 Capitalising on the customers (r)evolution7 Breaking the silos and focussing on your customers9 Game changer for growth: Big data collaboration10 Overcomingthebarrie

41、rsforadoptingacollaborative approach12 Case studies: Sharing a holistic view of the customer14 Transforming big data into big decisions：IRiGrowth deliyered.WHITE PAPERBACK TO GROWTHAbout this publicationTodays fast-moving consumer goods (FMCG) market is ripe with opportunities to grow. For the past

42、four years, growth in volume sales has rarely increased more than 2%, and has been limited to only a few countries in Europe.One of todays big challenges arises from the multitude of choices available to the connected customer. Vast choice is leading to ever-decreasing levels of brand and store loya

43、lty, and there is much higher demand for convenience and strong value propositions. To help offset these challenges, the industry must identify what really matters to customers. Fortunately, there is access to mind-boggling amounts of customer insights and more methods than ever to communicate and m

44、arket directly to them.winners w川 be those that embrace the big data collaboration approach and the latest technology that puts customers at the heart of their strategies.This paper defines how customisation and personalisation through collaboration, supported by in-depth big data resources, can enh

45、ance customer experiences and combat brand indifference. Case studies exemplify how leading retailers and manufacturers have used intelligent knowledge to achieve, succeed and grow in a challenging marketplace.Jose Carlos Gonzalez-HurtadoPresident of IRI InternationalThe other big challenge that FMC

46、G retailers and manufacturers need to address is how to use big data to its fullest potential. Traditionally retailers have owned data, while manufacturers have owned science. Ifs time to reconcile the two areas of expertise to find new growth opportunities. Historically, in order to find growth, re

47、tailers and manufacturers had to focus collaborative efforts on the supply chain in order to tighten standards and overall performance. Today, however, the industryWHITE PAPERComfortable organic growth has goneFMCG revenue evolution in Europe* over the past four yearsGermany, Spain, France, United K

48、ingdom, Greece, Italy, NetherlandsSource: IRI InfoScanAnd when there is a growth, ifs weakFMCG volume sales evolution in Europe* over the past four years-2.0%FMCG volume evolution in EuropeBACK TO GROWTHNo growth is a hard fact!The post 2008 economic crisis shopper has become much smarter: they are well connected and are able to find the best prices, they are more conscious about unnecessary wastage and much more conc