Calzedonia Group From ECommerce to Digital Business November 24th, 2015 – ORIF Amsterdam
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Calzedonia Group From ECommerce to Digital Business
November 24th, 2015 – ORIF Amsterdam
> About 4.000 stores Worldwide (80% franchisee)
> Business: lingerie, undergarment, socks and
clothing with 4 different brands, Calzedonia (1986),
Intimissimi (1996), Tezenis (2003), Falconeri (2009)
> A more recent experiment in wine distribution and
food service with Signorvino (2011)
CALZEDONIA GROUP
OUR BRANDS
OUR VISION
> One-brand stores where you will find a deep
assortment of products and staff expertise
> The entire value chain managed in-house
> First the Distribution; then the Production; at the
end the Communication that gives value to products
with a very competitive target Price
OUR VISION
OUR NEXT
CHALLENGE
A NEW CHANNEL, ONLINE. WHY?
> A new business opportunity
> International markets: presence at places that
don’t have our brick and mortar stores yet
> Customer oriented: a good service is also to give
customers the opportunity to order online and to
receive the goods at home or in the office
> Multichannel possibilities
OUR TAKE-AWAYS
#1 A cultural change: ECommerce vs. Digital
Business
#2 An hygienical approach: Online operations
#3 The real plus for a retailer: Channel integration
A 3-STEP PROJECT
> Involve your customer
#1 DIGITAL BUSINESS
More than 17.000 #imastory uploads
8 TV-Commercials to promote the entire Intimissimi bra range
#1 DIGITAL BUSINESS
#spiritiliberi
> Involve your customer
> Online Shop vs. Digital Opportunities
#1 DIGITAL BUSINESS
> Electronic-Commerce vs. Editorial-Commerce
#1 DIGITAL BUSINESS
> Focus on the customer
#1 DIGITAL BUSINESS
> A company inside the
company, a company for the
company
> Internal integration (eg.
Customer Service)
> Centralized logistical
platform
#2 ONLINE OPERATIONS
> Single websites for both
Commercial and
Communication purposes
> Statement: brick and mortar
stores compliance (same
pricelists, new products live at
the same time in store as
online), no specific promotions
on the online channel
#2 ONLINE OPERATIONS
> Think global, then act local
> 60% of
transactions by
Dankort > Pick & pay
required
> SEM cost is very high
> Coupon-codes not popular
> Wire transfer required
> Mature market
> Coupon code very
popular
> Payment at delivery
required
> Pick & Pay required
> Higher rate of returns
> Price comparison engine very
common
> Paypal is used in 50% of total
purchase
> Lower AOV
> Carrier must support
delivery in PO
#2 ONLINE OPERATIONS
#3 CHANNEL INTEGRATION
ecommerce
channel conflict
stores
ecommerce
channel conflict business opportunity
#3 CHANNEL INTEGRATION
stores
> Weekly newsletter with the New Arrivals in store
> Instore newsletter subscription (22% CR)
> Store locator searches (x2,24 vs. Desktop website)
> Pay & Collect in store
> E-gift card
#3 CHANNEL INTEGRATION
PAY & COLLECT IN THE STORE
RETURN IN THE STORE
FOCUS ON
TRENDS
FACEBOOK GROWTH
0
750000
1500000
2250000
3000000
6/2011 12/2011 6/2012 12/2012 6/2013 12/2013 6/2014 12/2014 09/2014
FB likes
/ecomm/ launch
OUR SOCIAL ROI
% on online revenues online customer
service satisfaction
SOCIAL COMMERCE > Reaction: listen & answer
VERY INTIMISSIMI PEOPLE
> Exclusive shipping promotions for newsletter/VIP members
> Exclusive newsletter treats (ex. final sales with promo code, ...)
> WOW-Effect Customer Service on social networks
> Invisible loyalty: R.A.K. by member status
> Member Get Member activity
VERY INTIMISSIMI PEOPLE
MOBILE
0
275000
550000
825000
1100000
1/2012 6/2012 1/2013 6/2013 1/2014 6/2014 1/2015 6/2015
Smartphone visits
/m/ launch
+397%
+124%
w/o mobile website with mobile website
MOBILE
Dec 2012 Dec 2014
Visits Sales
> Festive season with vs. w/o mobile website
NEXT STEP
> Customer Relationship Management
> Loyalty
> iOS app
on twitter @teuzzi
on linkedin.com/matteo.molon
GRAZIE.
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