Day 2

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As the marketplace becomes more & more saturated, it becomes very difficult to differentiate. There is a fine line between the sites that get traction & those that don’t. In this environment, how do you create loyalty? How do you remain unique? This session will investigate:

o Discovering how to maintain a USP when differentiating factors are becoming hygiene
o Determining how technology can enable a better experience

• If everyone has same technology, how do you improve?

o Investigating the 3 levers- price, range and service

• Cannot have best price, biggest range and great service and make money

• How do you best optimise that and where do you fit?

o Realising how to get to know your customer better

• How well do you know your customer?
• Do you understand their habits?
• What makes them drop out?

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- Operations: Evaluating the models to optimise delivery
o What delivery options do you currently offer? What should we be offering?
- Determining which partners to engage with
o Couriers/services? Click & collect? Collect ? Shutl?
- Linking online with in-store through click & collect
o Discussing how to make this work practically with real time inventory levels
o How can customers be upsold when in-store?
- Improving the customer experience:
o How do you have a better impact on returns/refunds?
o How do we create a good experience behind the scenes? Customer is king
o How do you entice customer to go above free delivery?
o How do you operate in a world with a demanding customer

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PUMA, one of the largest sports and lifestyle brands in the world, runs a global commerce business that serves its consumers across 30 countries. Hear from PUMA’s Head of eCommerce EEA & EEMEA, Andreas Hindelang, how PUMA leveraged Demandware’s cloud-based technology to rapidly roll out global operations, established on-the-ground operations to move faster and organized the global commerce teams to balance central brand control with local brand autonomy.

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How Do You Build A Technology-Ready, Responsive, Nimble Environment?
• Moving from 1 test a year to 100 a year. Find out how Shop Direct has developed a nimble and robust testing environment
• How does Shop Direct use Experimentation to drive results from its testing program
• Bringing the customer to the heart of our business through our new UX Labs
• Case Studies of successful tests

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Advertising adds value to a product by changing our perception, rather than the product itself. Rory Sutherland makes the daring assertion that a change in perceived value can be just as satisfying as what we consider “real” value -- and his conclusion has interesting consequences for how we look at life.
Rory Sutherland stands at the center of an advertising revolution in brand identities, designing cutting-edge, interactive campaigns that blur the line between ad and entertainment. He joined Ogilvy & Mather's planning department in 1988, and became a junior copywriter, working on Microsoft's account in its pre-Windows days. An early fan of the Internet, he was among the first in the traditional ad world to see the potential in these relatively unknown technologies.

An immediate understanding of the possibilities of digital technology and the Internet powered Sutherland's meteoric rise. He continues to provide insight into advertising in the age of the Internet and social media through his blog at Campaign's Brand Republic site, his column "The Wiki Man" at The Spectator and his busy Twitter account.

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Shutterfly helps millions of people share life's joy through personalized photo products and services. With the help of BloomReach, it has seen its organic traffic to targeted pages increase by double-digit percentages. Mitra Naeimi, Shutterfly’s senior director of Internet marketing, and Darren Johnson, BloomReach’s head of sales, talk about new ways for customers to discover Shutterfly products both when searching on its site and when searching the wider Web.

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Most retailers are facing an increasingly multi-channel customer who interacts with their business across multiple touch-points. Too often these touch-points are disconnected, with the data residing in a host of legacy systems. With many POS systems existing long before Facebook was ever conceived, being able to join up these and other systems makes it very challenging. You are merging lines and customer cost because shoppers don’t think in terms of channels, they just want a consistent, connected overall experience. In order to transition from brick and mortar towards e-commerce and multi-channel, not only do retailers need a clear strategy and an action plan, but also a strategy of how to communicate, involve, convince and empower employees to move from concept to reality. - Management is focused on investing where they have seen a return in the past o How do you demonstrate ROI to reshape their strategy? - Determining if there should be just one champion or if the business is mature enough to make everyone accountable for omni-channel - Chunking to break strategy in 3-4 week windows - Utilizing IT at a strategic level to educate the C-Suite on what is and isn’t achievable - Understanding how to set targets for different parts of the business, o How do we reward people for achieving those targets and how do we avoid conflict when we do that?

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How brands can gain competitive advantage with targeting and personalisation

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• Getting to grips with what the customer journey means
o How do you break down online/offline, presales/aftersales, monochannel/multichannel?
• Understanding how to evaluate the different points of the customer journey & measure it
• Determining if there is one or many customer journey types and how to treat each one
• Allocating and managing budgets
o What role does the customer journey play in this?
o How does mobile fit into the idea?

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