Capgemini's Lyons Consulting Group helps Claire's with digital transformation

12 January 2018

Lyons Consulting Group has helped Claire’s digitally transform its business by implementing Salesforce Commerce Cloud. The fashion retailer worked with the Capgemini-owned consultancy to launch six new sites for its brands across the US, Canada, UK and France, with an emphasis on the replication of the company’s ‘in-store’ experience.

Earlier in Autumn, Lyons Consulting Group was purchased by the global professional services firm Capgemini for an undisclosed fee. At the time, Rich Lyons, CEO and Co-Founder of Lyons, emphasised that the deal gave the group a major opportunity to, “strengthen and expand our services for clients around the world.” Since then, the consultancy has been engaged in several high-profile Salesforce implementation projects. Lyons Consulting Group boasts significant expertise in the implementation of the innovative technology, and was named as ‘2017 Salesforce Commerce Cloud Global Delivery Partner of the Year’ for best-in-class client implementations and levels of support.

Lyons clients looking to utilise Salesforce have included leading retail and B2B brands such as GoPro, Titleist/FootJoy, Timex, Charlotte Russe, Vince, and Bayou Steel. Recently, this also involved the provision of an innovative new website for the Build-A-Bear group, as the toy-retail firm aimed to adapt to a digitised retail environment. The new websites were built by Lyons for the toy retailer on Salesforce Commerce Cloud, and featured new, seamless interactive applications designed to complement in-store experiences.

Capgemini’s Lyons Consulting group helps Claire's with digital business transformationNow, Lyons has revealed news of its latest engagement, which saw the group assist specialty retailer Claire’s to put into practice a new eCommerce strategy. As one of the world’s leading retailers of fashionable jewelry and accessories for young people, Claire’s owns more than 2,500 stores spread across 47 countries. The company offers a wide-range of affordable products, and continues to draw a global customer base of 900 million globally. Icing, meanwhile, is an extension of the Claire’s brand, catering to a wider demographic with over 350 stores across the US, Canada and Puerto Rico.

Lyons provided design, implementation, and support services to Claire’s, launching six new sites for the Claire’s and Icing brands in the US, Canada, UK and France. The sites feature a mobile-first digital experience, aimed – as with Lyons’ Build-a-Bear solution – at emulating the instore experience at the heart of the Claire’s and Icing brands. This includes customisable illustrations, designed to better engage with the group’s young, fashion-forward customers. The consulting firm built the sites on the Salesforce Commerce Cloud within a four-month timeframe, in order to meet Claire’s aggressive schedule. The sites also leverage architecture which enables Claire’s to manage multiple digital properties from a central console.

Since launching, Claire’s has seen a 20% increase in checkout completion on mobile devices – with centralisation and streamlining being a key part of prominent digital transformations offered by the digital arms of the consulting industry more generally. This is something also exemplified by Accenture Interactive’s recent overhaul of both the Pearson publishing group, and the Vatican.

Kristen Taganashi, Vice President Global Ecommerce at Claire’s, said, “LYONSCG was incredibly responsive to our needs. This was a complex project on a very aggressive schedule and the team delivered on time and under budget, without compromising quality and creativity. Our new sites are a huge step forward and we are already seeing great results.”

Danny Rippon, the UK Director of Lyons, added, “Right from the start, Claire’s had very clear objectives and our team was fully committed to helping them realize their goals. It’s a great example of our ‘one team’ approach, working side-by-side with the client across regions to ensure the success of the project. The new Claire’s and Icing sites are amazing and we look forward to working with them to further support their growth strategy.”


Four ways digitalisation is transforming car brands and dealers

16 April 2019

From changing expectations from the customer to new stakeholders entering the industry, the digital transformation of global automotive industry means it is facing the wholesale transformation of its business model. In a new white paper, global consulting partnership Cordence Worldwide has highlighted four major digital trends that are transforming the relationships between car brands and dealers with consumers.

With digital transformation drives booming across the industrial spectrum, automotive groups are no different in having commenced large digital transformation programmes to improve productivity, efficiency, and ultimately profitability. Falling sales figures mean the automotive sector is facing an increasingly difficult road ahead, something which means companies in the market are even more hard pressed to find new ways to improve their bottom lines.

While it offers major opportunities, the industry’s move to digitalise is not without complications. It has triggered a series of major internal changes, which have presented automotive entities with the challenge of becoming a “customer-oriented” industry. A new report from Cordence Worldwide – a global management consulting partnership present in more than 20 countries – has explored how automotive companies are navigating the rapidly changing nature of digital business.

New business models

The level of change likely to be wrought on the automotive industry by digitalisation is hard to overstate. Automation could well lead to significant reductions in the number of accidents, higher vehicle utilisation and lower pollution levels, while leading to a $2.1 trillion change in traditional revenues, with up to $4.3 trillion in new revenue openings arising by 2030.

As a result of this colossal opportunity, it is easy to see why almost all automotive groups now have digital departments, with generally strong communication within the digital transformation and the customer approach. The changes to society which this may have are potentially distracting automotive firms from the change it is leading to in its own companies though, according to Cordence’s paper.

The automotive market is dead, long live the mobility market

Because of this, the sector’s business model is set to transform over the coming decades. With digitalisation speeding up the appearance of concepts such as car-sharing, a subscription package model will likely become more palatable. At the same time, car and ride-sharing models will cater to the sustainability criteria of millennials, who will rapidly become one of the automotive market’s leading consumer demographics in the coming years.

Antoine Glutron – a Managing Consultant with Cordence member Oresys, and the report’s author – said of the situation, “These ‘old school industries’ are now working on creating new opportunities, but in so-doing are facing challenges and threats: new jobs, new technologies, new ecosystem of partners, necessary reorganisation, different relationship with customers, and even new businesses. The customer approach topic is in fact a real challenge for car companies as it implies changing their business model and adjusting their mind-set to address the customer 4.0: from product-centric to customer-centric, from car manufacturer to service provider.”

Digital customer experience

In the hyper-competitive age of the internet, even top companies face an uphill challenge when it comes to holding onto customers through brand loyalty. Digital disruption has resulted in changes to consumer behaviour, which is forcing a range of marketing strategists to reconsider their old, possibly out-dated strategies. As modern customers wield an increasingly impressive array of digital tools and online databases, they and are now able to quickly and conveniently compare prices, check availability and read product reviews.

The automotive sector is no exception to this trend, according to the study. In order to adapt to the needs of the so-called ‘customer 4.0’, car companies will increasingly need to change their business model and move away from product-centric companies to customer-centric ones, from car manufacturers to service providers.

Glutron explained, “As an automotive company, you can no longer expect customer loyalty simply with good products; you must conquer and re-conquer a customer that “consumes” your service. The offer now has to be global, digital and personalised. Your offer has to be adapted to this customer’s needs at any given moment. A key issue related to data control is to build customer loyalty by creating a customer experience 'tailored' throughout the cycle of use of the 'car product': purchase, driving, maintenance and trade-in of the vehicle.”

One way in which the sector may be able to benefit from this desire for a tailored experience is via connectivity. Consumers are generally positive about new connective features for automobiles, and many are even willing to pay upfront for infotainment, emergency and maintenance services. Chinese consumers, where the connected car market is set to hit $216 billion, are already particularly interested in paying a little more for navigation and diagnostic features in their future new car. This can also enable automotive companies to exploit a rich vein of customer data, enabling them to rapidly tailor their offerings to consumer behaviour.

New automotive segments

Digital transformation has also brought with it the rise of completely new application areas. As mentioned earlier, the most well-known example is the autonomous or self-driving car, where the last steps forward were not taken by major automotive groups but by technology companies such as Tesla. While this may have given such firms the edge in the market briefly, a number of keystone automotive names will soon be set to take the plunge into the market themselves, leveraging their car manufacturing prowess and huge production capacities to their advantage.

Before companies rush to invest in this market, however, it is worth their while to remember that the readiness and uptake for such vehicles differs greatly geographically. For example, following a study published in 2018, 92% of Chinese would be ready to buy an autonomous car, compared with only around 35% of drivers in France, Germany and US. Meanwhile, the infrastructure of different nations will also be significantly less accommodating of the new technology.

Use digital for steering thr activity

Elsewhere, Cordence’s analysis has suggested that hooking the cars of tomorrow into the Internet of Things is also likely to see a rapid change in the business model for car maintenance, providing real-time diagnostics for problems. This presents chances for partnerships to improve the connectivity of cars, especially with tech companies; for example, PSA partnered with IBM for a global agreement on services in their vehicle. Meanwhile, data could also be sold to other parties with an interest in this data, such as the government, which could use it to manage traffic levels, or ensure that only adequately maintained vehicles take to the road.

Glutron added, “With the increase in the amount of client data and connected opportunities, the recommendation is to set up data-centric approaches. The value is now in the customer data. The general prerequisites are to rework the data model and the Enterprise Architecture and generally build up a data lake including data from all sources (internal and external, structured and unstructured).”

From automotive to mobility

Relating further to the idea of connectivity, the report claimed that automotive firms must now adjust their models in line with the provision of end-to-end mobility, rather than treating the sale of a car as an end point in their relationship with the customer. In order to realise this transformation, transformations are likely to become more and more important.

A network of partner companies means automotive firms can provide a global mobility experience. As the vehicle is increasingly connected to its environment, new partners can also be cities, governments, and other service providers within the global mobility services industry in which the car brands want to take part.

According to the study, the target is clear. Companies must look to a holistic transport service, offering to move customers from A to B in a unique and pleasant way – otherwise they might as well take public transport. At the same time, they should extend the services reachable “on-board” (especially the enhancement of the connectivity between the car and smartphones or other connected devices), and reach high standards in terms of user experience (online sales, online payment, customised experience during and after the use of the car).

Concluding the report, Glutron stated, “These mobility market transformations could be considered a threat for the car manufacturers. Quite the opposite: if they take up the challenge and review their business model so that they become the service provider – communicating no longer to a driver but to a ‘mobility customer’ – they can then take advantage of their expertise and their position as a historical player. The most convenient means of transport are cars, and building a car is highly-skilled work.”