消费者产品和零售组织如何加速从数据中获取价值.docx

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1、Introductioniralcnreal-Today, organizations not only have more data than they have ever had before - they also have the greatest chance of turning that rich stream into a sizeable competitive advantage: getting closer to consumers, optimizing operations, and launching new products/services rapidly.I

2、n the consumer products and retail (CPR) sector, two main applications of data are emerging: Consumer data - from transactions to demographics, consumer connectivity to localization. Product data - from sloch identiTalion to I time control to greater granularity.Delivering value in these areas needs

3、 to take account of emerging trends and disruptions. Consumers are demanding greater personalization and seamless omnichannel experiences while asking for better control and awareness of their data. They also have diverging needs; at times they may need convenience, at other times they look for deep

4、er indulgence. Whatever the driver, they still expect a consistent experience across all channels.Companies are also challenged with the phase-out of third- party cookies that contain information about consumers5 online activity. The online link to consumers is changing, with web browsers Firefox an

5、d Safari already retiring third-party cookies, and Google slated to do so with its Chrome browser next year. Furthermore, consumer habits that emerged during the pandemic - such as a preference for touchless experience or in-store pickup - are evolving in unexpected ways. CPR organizations need to r

6、espond to changes such as these by quickly adjusting their business models and products/services. Data and analytics will be at the heart of these decisions.Similarly, the sectors supply chain was massively disrupted during the pandemic, underscoring the importance of real-time data and analytics mo

7、dels. As CPR organizations build greater resilience into their supply chains, they need to prioritize closer connections within their ecosystem and employ more real-time and hyper-local data.In our previous report on data-powered enterprises, we assessed around 1,000 organizations across 10 sectors

8、- including CPR - on their ability to derive value from large and growing volumes of data. We found that there were only a handful of high-performers - what we call the “data masters., In this new research, we looked exclusively at the CPR sector and found that this is also the case in the sector-da

9、ta masters are few and far between. In fact, CPR organizations lag behind the overall cross-industry average in several key aspects of data maturity. In this report, which draws on a survey that was sent to CPR executives in both business and tech-facing roles, as well as extensive secondary researc

10、h, we investigate why this is the case, what can be done about it, and what we can learn from data masters, looking at a number of areas:1. How are CPR data masters leveraging data to build a competitive advantage and further their sustainability agenda?2. Wha* do CPR data masters do di: erenlLy *o

11、derive business impact?3. How can CPR organizations achieve data mastery and bring greater innovation and resilience to their business models?/ Z In the past too weve always used history: what did we sell in a similar week last yea But now we can actually scrape other peoples websites to see what th

12、eyve got on promotion. We can have a look at social media and see what events are happening. And you also know the individual buying patterns of your members or customers so you can anticipate what theyYe going to purchase.Kathryn McLayExecutive VP, President & CEO of Sams Club at Walmart.1 The age

13、of insight: How Consumer Products and Retail organizations can accelerate value capture from data2 Wha Data aclivalion vision and strategy Dala-powered decision mahing in business Data guiding principles (data access, inleroperabiLily, security, elc.) Dala governance processes Dala aclivalion cuLlur

14、e Dala advantage slralegy CPR “data masters do di: erenKyWhile it is true that some organizations are winning in the market with data, only a minority of CPR organizations have a strong foundation in data-powered decision making.High-performing “data masters are rare overall, but particularly so in

15、the CPR sectorIn our previous report, The data-powered enterprise, we divided over 1,000 organizations based on their data maturity, assessing all respondents against two dimensions (see Figure 3): Data foundations: the necessary tools and technologies which an organization can use and leverage data

16、 Data behaviors: the DNA of the organization as it relates to people, processes, sk川s, and culture.rFigure 3The two foundations of data masteryData foundations (tech & tools) Data & Al platform Data idenliTcalion Data ingestion, processing and harvesting Data governance impLemenlalion Infusion into

17、business for data aclivalion Data advanlage tooLs Io Leverage external dataData behaviorsSource: Capgemini Research Institute.Based on this analysis, we idenfiTed four cohorts, iag from high-performing “data masters55 to “data laggards. In this latest report, we use the same benchmarks to assess CPR

18、 organizations (see the insert on “The elements of data masteryn above). While 16% CP organizations are data masters, only 6% of retail organizations qualify. The majority of CP (75%) and retail (83%) organizations are data laggards, compared with the overall cross-industry average (71%).Figure 4 sh

19、ows how companies perform in the sectors two segments, CP, and retail:Note: While the sample size of CPR data master organizations is low, these organizations show structural strength in data behaviors and foundations, based on industry-wide cut-oBs for data mastery.Figure 4Only 16% of CP organizati

20、ons and 6% of retail organizations are data mastersData EnabledConsumer Products 6%Retail 9%Data Masters Consumer Products16% Retail 6%Data AwareConsumer Products 75% Retail 83%Data LaggardsConsumer Products3% Retail 2%Data Consumer products a Retail o OtherSource: Capgemini Research Institute, Data

21、-powered enterprises survey, August 2020, N=1,004 global organizations, N=100 consumer products manufacturing and retail organizations each.There are many areas to apply analytics. Some center on deriving net new insights - where you overlay behavioral and intentional data that was never combined be

22、fore, to see completely new opportunities for encasement and growth - reimagining the use of data to reinvigorate product development, or services and experiences for consumers. Then theres commercial analytics, which can evolve with new overloyed datasets to better understand basic POS data, and wh

23、ere new opportunities for growth geographically and contextually might reside. And last, but not at all least, is the need to deepen the capabilities in media analytics, and truly aiming to understand cross channel and incremental measurement.Brigitte King,CDO of Colgate-PalmoliveLack of talent, dat

24、a silos, and trust are top obstacles for CPR organizations on road to data masteryIn our survey, CPR companies lagged other sectors when it comes to making data-powered decisions.For example, 65% of banking executives said that decision-making is data powered at their organizations, and this drops t

25、o 44% in CP and 43% in retail (see Figure 5).r Figure 5Decision making in our organization is data powered*Insurance Life ScienceOverallPublic SectorRetailand HealthcareCPR organizations lag in data-powered decision making*Percentage of organizations agreeing to: Decision making in our organization

26、is completely data powered .nSource: Capgemini Research Institute, Data-powered enterprises survey, August 2020, N=1,004 global organizations, N=100 consumer products and retail organizations each.CPR organizations face a variety of obstacles including related to technology, strategic alignment, or

27、operations. Retail organizations are more a ected by privacy regulations than their CP counterparts.Trust and privacy of data have assumed prime importance as both of these feature among the leading obstacles to data mastery.Lack of talent at mid-to-junior levels is the leading challenge at CPR orga

28、nizations in becoming a data masterFigure 6 Consumer products RetailSource: Capgemini Research Institute, Data-powered enterprises survey, August 2020, N=1,004 global organizations, N=100 consumer products and retail organizations each.Data foundations: CPR data masters excel at data management prac

29、ticesData-powered organizations start with the right technologies and processes to access, store, retrieve, process, and harvest data: CPR data masters address gaps in data collection, cleaning, and enrichment to gain a full view of consumers and operations:Over 60% of CPR organizations are yet to a

30、utomate data collection, consuming precious time that could otherwise be spent for generating insights. Even after collecting data, most are not able to clean it quickly. Furthermore, only 40% of CP and 31% of retail organizations are able to combine multiple data sources - including structured, sem

31、i-structured, sensor data, web analytics, etc.- compared with 80% of CPR data masters.Figure 7Less than half of CPR organizations are able to cleanse data and combine multiple types of data for analysisKey aspects of data collection and processing(% of organizations) Overall industry Consumer produc

32、ts Retail CPR Data masters All Data mastersSource: Capgemini Research Institute, Data-powered enterprises survey, August 2020, N=1,004 global organizations, N=100 consumer products manufacturing and retail organizations each, N=22 data master organizations in CPR, N=159 all-sector data master organi

33、zations.This cumulative impact is a lack of data-powered insight to support decision making and monitor operational performance. For example, mass personalization cannot be achieved unless multiple data sources and formats are combined to form complete view of consumer interactions.Data master organ

34、izafions are di ； erent. For example, building a strong data foundation helped grocery retailer, Kroger, to enable personalization for 95% of online consumer interactions, improving engagement levels and doubling the likelihood of adding an item to cart.19 Similarly, beauty products company, Loreal

35、countered the Lach of Trsbparty consumer data through aaueinnovation. It has launched multiple AR/VR based tools to help consumers understand their skin better and personalize their skin routines. It gives UOreal a huge leg up in capturing insights for product marketing and development.20 CPR data m

36、asters unify data assets better to leverage existing data for insights: In CPR today, the consumer journey is increasingly complex, as consumers want to move seamlessly between o%ine and online touchpoints. Companies therefore need to use all of their existing data sets for analysis of consumer jour

37、neys, and a number of high-performing companies are achieving this aim:-Dairy Farm Group, a major food and personal-hygiene retailer in Asia, built APIs that connected over 50 of its internal and external systems, including POS and e-commerce, to enable a consistent and real-time consumer experience

38、 using its online and o%ine channels. Crystal Chan, IT Director at Dairy Farm, said: Now we are abhe /o connec/diflerenf sys/ems from multiple brands using an API-led approach to roll out new services in a reduced timeframe. With an omnichannel customer experience across all our brands, we can bette

39、r manage each customers journey and their preferred communication channels.f, 21-Unilever created a dedicated analytics capability - the People Data Center - to deliver consumer insights at scale across its 37 markets and three product divisions. “There are two big elements for me: the data and the

40、tools we blend,f, says Paul van Gendt, CMI Director for the People Data Center, Unilever. aWe are mixing a number ofdifleren/da/a sources using a range of/oohs tha/ we have compiled in a custom fashion, using best-of-breed data sources and tools, to bring together an integrated set of insights rathe

41、r than doto from o single sourced-Similarly, FrieslandCampina, one of the largest dairy companies globally, fed data on the raw dairy products received from its network of 18,000 farmers into its systems on a daily basis. But with manual entries at di: erenf points of the process, dafa qualify becam

42、e a challenge, with inaccuracies and data duplication. It implemented an automated solution to capture data once and disseminate it across all sources, thereby moving to a “single version of the truth.22However, less than half of the sectors organizations (41% for retail and 48% for CP organizations

43、) have a complete picture of their entire data inventory. This limits their ability to apply business intelligence, analytics, and Al soLu+ions Io Iheir data assels. This reflects a number of issues: lack of alignment between business and IT teams, suboptimal governance, and inadequate technology in

44、frastructure to leverage data. (Section 3 of this report looks at this issue in more detail.)Data behaviors: CPR data masters have established the right data processes The data masters also realize that building winning algorithms or models is not the di Lxtflt part. VAiafcmore challenging is to get

45、 business users to use it to catalyze change in how decisions are made throughout the organization. This is about having the right processes (see Figure 8). For example, all CPR data masters factor in data quality when they begin designing applications and processes, compared with 50% in CP and 40%

46、in retail.Figure 8100% 94%Data quality is considered rightfrom the design of applicationsand processesOur organization has clearprocesses to manage siloeddata and data integration acrossfunctionsBusiness teams1 inputs areconsidered during the featureselection and extractionData masters have robust p

47、rocesses for data quality, data integration, and seeking stakeholders inputsKey aspects of data quality design, integration and collaboration(% of organizations) Overall industry Consumer products Retail CPR Data masters All Data mastersSource: Capgemini Research Institute, Data-powered enterprises

48、survey, August 2020, N=1,004 global organizations, N=100 consumer products manufacturing and retail organizations each, N=22 data master organizations in CPR, N=159 all-sector data master organizations.Data master organizations focus on broadening data literacy and skills. This is in sharp contrast with the overall sector.Nearly 68% of CPR organizations face a shortage in the skills required to bec