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Accenture & Genuine Parts: Jay Dettling and Thomas Cook
- 2. Copyright © 2015 Accenture All rights reserved. Jay Dettling Managing Director, Accenture Digital Thomas Cook Senior Director of Digital Channel Management, Genuine Parts Company Speakers
- 3. Accenture Digital & hybris
- 4. Accenture Digital 36,000+ Digital professionals serving 4,000+ in 49 countries 32 Accenture Interactive design studios, R&D offices and Centers of Excellence 400+ Developed applications for over 400 clients in FY15. 50+ 50+ centers and 225,000+ professionals in the Accenture Global Delivery Network Copyright © 2015 Accenture All rights reserved. 4
- 5. Copyright © 2015 Accenture All rights reserved. Accenture’s CEC practice has delivered the largest and most complex hybris engagements in the world. Our partnership has successfully delivered over 55 eCommerce engagements with global brands, and C4C projects. • Accenture has made significant investments in building our CEC skills across the globe – Established hybris competence delivery centers in North America, Italy, India and Mexico – Existing SAP CRM Delivery Centers – Significant onshore hybris team growth planned for the next 14 months • Accenture is a the Only Global Platinum System Integrator for hybris • Accenture has more than 36,700 SAP-skilled professionals globally, with over 615 hybris resources, and 3,500 SAP/CRM resources, and 100 C4C resources Accenture’s CEC Capabilities hybris Global Partner of the Year 2013 & 2014 hybris North American Partner of the Year 2011 & 2012 (Acquity Group) hybris Newcomer of the Year 2010 (Acquity Group)
- 6. About Genuine Parts Company
- 7. Who is Genuine Parts Company? Genuine Parts Company, founded in 1928, is a service organization engaged in the distribution of automotive replacement parts, industrial replacement parts, office products and electrical/electronic materials. The Company serves tens of thousands of customers from more than 2,600 operations and has approximately 39,000 employees. With over 87 years of distribution expertise, GPC's commitment and reputation for just-in-time service position us as a critical partner in our customers' success. NYSE: GPC
- 8. Who are our customers?
- 9. Experiences and expectations in our personal lives affect our expectations in our business lives
- 10. Today – At Home And Work, “Digital” Is A Persistent Layer Of Our Lives
- 11. We’ve been digitally focused for 15 years, but… Without someone thinking about “digital” across the enterprise full time it’s quite common for this to happen internally… It feels the same way to the customer too.
- 12. Our approach to “digital strategy” • Understand our customers like never before • Improve time to market • Stop redundant investments • Build a community of like-minded digital natives • Manage and measure digital channels like any other asset • Grow top-line • Grow bottom-line • Build our brand(s) Focus Areas Business Measures
- 13. “I still prefer my local NAPA for most parts, but Amazon is pretty damn convenient...” So why are we doing all of this?
- 14. Our digital framework 6.0 Shared Platform Build a core set of information technology, infrastructure and process that provides a common foundational platform for digital business 7.0 Organization, Governance and Change Ensure the linkage between delivering value of the strategic roadmap and the enabling organization structure 5.0 Integrated Business Optimize and actively manage core enabling capabilities required to attain digital goals including channel strategy and management, and fulfillment 1.0 Customer Experience 2.0 Digital Marketing 3.0 Content Management (Web/Product) 4.0 Analytics & Insights Establish the brand- defining customer digital interaction layer across all touch points and deepen relationships with key customer segments Plan, execute, and manage campaigns that drive traffic (existing and new customers) through the purchase funnel Manage and deliver relevant content that engages with internal and external stakeholders to drive measurable results Provide foundation, insights, and forecasting into customers relationships, marketing and digital effectiveness to drive increased sales Provide compelling and relevant experiences to grow share of wallet and retain customers Increase customer acquisition and brand awareness via digital marketing Optimize channel mix and pricing based on customer preferences to drive uplift Establish a CoE to implement and share leading digital capabilities
- 15. Why hybris? Digital Foundation hybris Commerce B2C B2B … Product Analytics Asset Mgmt Digital Mktg Content, CRM, Social, Tag, etc. Why hybris? #1 – It complements our business strategy How? • Provides top-tier functionality and architectural options for B2C and B2B • Allows centralized administration and management across instances, geographies, and implantations • Provides a foundation for growth with shared logical and physical architecture, components, cockpits, templates, content, assets
- 16. My observations and lessons learned There is no “digital” strategy only business strategy
- 17. My observations and lessons learned Plan the 12 course meal, but serve tapas
- 18. My observations and lessons learned Plan the 12 course meal, but serve tapas You must interact and observe your customers regularly to learn – not just during a phase in a project.
- 19. My observations and lessons learned Be flexible with a bias towards solving the problem, not the technology Take comfort in knowing it won’t be right (the first time) – Assess, Adapt, Adjust, Repeat Don’t celebrate the failure – but what the failure has taught you.
- 20. Copyright © 2015 Accenture All rights reserved. B2B sellers are also looking beyond existing capabilities to the technologies that will drive the future of their businesses. What’s on the Horizon? 62% 56% 49% Automated pricing optimization Personalized recommendations Wearable computing in distribution centers Source: Accenture – “Building The B2B OmniChannel Commerce Platform Of The Future” report
- 21. Copyright © 2015 Accenture All rights reserved. Commerce Everywhere Copyright © 2015 Accenture All rights reserved. 21
Editor's Notes
- Genuine Parts was founded in 1928 and today is a very large diversified distribution company. We operate 11 businesses in 4 large segment and you are most likely familiar with one of our brands, NAPA Auto Parts. NAPA stands for the National Automotive Parts Association and started in 1925 as a buying group. There were 28 original members and Genuine Parts was NOT one of them. We joined in 1928 and over the next 85 years we gradually acquired the other members of NAPA as well as several other businesses to make up the company we are today. In the world of NAPA we have approximately 6000 stores with approximately 5000 being independently owned. We also have large businesses in the Industrial, Office Products, and specialty Electrical and Electronics space. With the exception of NAPA Auto Parts stores and the retail customers we attract there – our customers are other businesses. Each with varied needs and complex environments in which they operate. Since we don’t truly manufacture anything, we exist to serve our customers and provide them the right parts and material, at the right place, at the right time. Our business is probably similar to a lot of your businesses. Unique processes, supply chains, and dynamics that making consistent growth harder and harder to achieve. Let’s take a closer look at the complexity in our customer base…
- We serve a truly diverse set of individuals and organizations. They have rules, regulations, systems, processes, and most importantly, expectations that are ever changing. We are scrappy and entrepreneurial and people just get it done. That is an amazing underpinning to all of our businesses and makes our culture unique. It’s also a great asset to leverage as you rally people together to solve problems. And, I’m sure we are not unique, but the problems keep coming every day. The pace of business is expanding and the demands externally and internally continue to increase. It’s an interesting contrast in also thinking about the fact that our systems and processes have been a foundational part of our success since the beginning. Each of our businesses have done what they’ve needed to do to serve the customer and the results have followed. There is one factor in our business that’s become abundantly clear to us:
- Our customers expectations have changed dramatically from the experiences they are having as consumers. The rise of the smart device combined with the rise of mobile data connection speeds has seen an exponential growth in the consumer experiences available… The very act of “going online” doesn’t exist anymore. What once was an experience of sitting at a desk and deliberately choosing to go “online” has changed. Ask a teenager, they exist online – all the time.
- Digital is social Digital is commerce Digital is about interconnectedness And digital is still about efficiency Think about your expectations for fast wi-fi and the conveniences you are entitled to engaging with your cable company via twitter, or changing your mobile phone plan via text….Ever been pissed you can’t post that awesome pic to Facebook at the Macklemore concert? No? Just me, I guess. The point is – those expectations translate into your perception of customer service, ease, convenience, flexibility, partnership in your professional life. These are our customers – if not today – than certainly tomorrow. Our job is to make their jobs easier and make ourselves as sticky as possible.
- Now, back to GPC…we’ve been providing our customers the tools they need and expect for a long time, but we’ve been doing that in siloes… So, about two years ago we took at hard look at the things we should be doing to continue to evolve how we engage our customers and try to stay innovative and agile. The competition is thinking about how to put us out of business every day…If we’re not thinking about that too, we’re in trouble. So, we’ve taken a deliberate approach to defining a set of outcomes and initiatives.
- So, as these efforts tend to do, we immediately deployed an army of people to start implementing every new technology possible in a desperate attempt to be relevant… BUILD SLIDE Okay, not even close. We are distributors – We need to keep things simple. We struggle with complex directions and tend to breathe through our mouths. We needed a clear approach to our digital strategy. We decided that it was critical to define “digital” in very simple terms and keep it focused on business metrics. It’s not about the technology, it’s not about the latest and greatest devops-responsive-JSON-mobile-attribution-cross-sell whichamajig. It needs to be about the approach we will use to: Understand our customers like never before Improve time to market Stop redundant investments Build a community of like-minded digital natives Manage and measure digital channels like any other asset And, if we do those things, we expect to grow top-line, bottom-line, and grow our brands by being as relevant as ever to our customers.
- We’ve assembled this framework to use in addressing our opportunities. We categorize our efforts into these buckets to map out the capabilities we are building and the dependencies areas have on one another. [BUILD SLIDE] The most important thing about this framework is the filter we use to ensure we don’t get caught up in the digital tactics, but clearly align them to some fundamental building blocks.
- Now, looking at the foundations of our digital efforts, we made the best decision we could have made in choosing a Ferrari. We are in no way ready to drive a Ferrari…We are mouth-breathers after all…That said, we have wisely chosen to invest in the future capability we know we will need across B2C and B2B. We are building a platform that we expect to support the needs of all of our businesses and that’s the potential we thought made the most sense… We are currently implementing B2C and are rapidly expanding to B2B initiatives in multiple groups. B2C has been a great proof point for us in numerous capabilities. Think back to the previous slide and the foundation we needed to put in place to improve our offerings across digital marketing, product management, customer experience, and of course, the technology itself. We are well underway, but our roadmap is constantly evolving. We are doing qualitative and quantitative primary and secondary research with our customers and their customers to ensure we are providing experiences that meet their needs – both spoken and unspoken…That work is instrumental in informing our roadmap and helping drive collaboration across our teams…Rarely is digital a siloed effort. We touch so many other business processes and systems from stores to supply chain to back-end financial reconciliation. So, we are well underway – and with that – I wanted to share some lessons learned and hopefully they will provide a morsel or two for you in your efforts.
- With my apologies to Dana and Zuul…. There is no “digital” strategy – only business strategy You must remember to focus on the business. Don’t make it about the technology…
- Roadmaps are grand gestures…Make sure you figure out how to deliver appetizers along the way to your business leaders. They like toys to play with so make sure you are delivering regularly
- There is no real way to keep up. And big businesses like ours can’t necessarily be as nimble as a small .com – LISTEN and OBSERVE. Learn how to leverage your differentiators in what you are offering.
- And finally, as a digital leader, you must work extra hard to earn the trust and respect of both business and IT. Stay focused on the business. You also must be an active coach in helping your teams learn that digital affords you the ability to iterate. Release and learn. Evolve. And as a final point – there is a lot of talk about fail fast…Well, in my business, that’s a tough concept to sell. Failure isn’t a good thing. So, that makes driving innovation even more challenging. The key in my experience, is that you must improve. Prove that you and your teams are learning when things don’t go exactly as planned…Be vocal about the learnings, not necessarily the failure.