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THE ERA OF
LIVING SERVICES
RILA – NAPLES
JANUARY 2017
LIVING SERVICES
ARE THE RESULT OF
TWO FORCES
LIVING SERVICES
ARE THE RESULT OF
TWO FORCES
THE DIGITIZATION
OF EVERYTHING
LIQUID
EXPECTATIONS
CUSTOMER EXPECTATIONS
ARE LIQUID AND TRANSCEND TRADITIONAL BOUNDARIES
DIRECT COMPETITORS
SERVICES THAT DIRECTLY COMPETE WITH YOURS
CUSTOMER EXPECTATIONS
ARE LIQUID AND TRANSCEND TRADITIONAL BOUNDARIES
EXPERIENTAL COMPETITORS
SERVICES THAT (PARTIALLY) REPLACE THE NEED FOR YOURS
DIRECT COMPETITORS
CUSTOMER EXPECTATIONS
ARE LIQUID AND TRANSCEND TRADITIONAL BOUNDARIES
DIRECT COMPETITORS
EXPERIENTAL COMPETITORS
PERCEPTUAL COMPETITORS
SERVICES THAT CHANGE CUSTOMER EXPECTATIONS – AND RAISE THEM FOR YOURS
WE’VE COME A LONG WAY
1990s
WEB & INTERNET
2000s
MOBILITY
2010s
LIVING SERVICES
•THEY ARE TAILORED AND LIVE AROUND THE
INDIVIDUAL – FLEX TO MEET EACH PERSON’S
NEEDS AND PREFERENCES
• THEY EVOLVE: THEY CONSTANTLY LEARN
MORE ABOUT OUR NEEDS, INTENTS,
PREFERENCES, AND CHANGE IN REAL TIME
• THEY ARE VERY PROXIMATE TO US IN THE
ENVIRONMENT – THINK WEARABLES AND
NEARABLES
LIVING?
•GROWTH OF CONNECTED DEVICES
•SENSORS
•NETWORK CONNECTIVITY
•THE CLOUD
•BIG DATA
•EVOLUTION OF UI
•CONSUMER EXPECTATIONS
WHY NOW?
HOW WILL LIVING SERVICES
CHANGE OUR LIVES?
SIMPLIFY

Automate decisions and actions, and reduce friction
DISRUPT

Enable radical change – from reactive to proactive, from
population-based to personal, from utility to beloved service
LEARNING 

from what we do, powered by data and analytics
ENVIRONMENTS 

not industries
OUR HOMES OUR BODIES
OUR SHOPPINGOUR WORK OUR WORK
OUR EDUCATION OUR EDUCATION
OUR FINANCESOUR FAMILIES OUR FAMILIES
OUR TRANSPORT OUR TRANSPORT
A BRAVE NEW WORLD
FOR BRANDS AND

RETAILERS?
THE DUNBAR NUMBER
VERY FEW
BRANDS I LOVE AND
ENGAGE WITH OFTEN
BRANDS I DON’T LOVE BUT
ENGAGE WITH OFTEN
BRANDS I LOVE AND
DON’T OFTEN ENGAGE WITH
BRANDS I DON’T LOVE AND
DON’T OFTEN ENGAGE WITH
MANY
MORE LIMITED BY
BANDWIDTH OF
AFFECTION
MORE LIMITED BY
THROUGHOUT
THE DAY
BUT THE DUNBAR
MAP IS DIFFERENT
FOR EACH PERSON
SO…
PREPARE
TO ATOMISE
• PROVIDE JUST THE RIGHT SERVICES ON CUE
• BUILD AWARE PLATFORMS
• A WORLD OF BRAND PLUGS AND SOCKETS
• BRANDS LET GO OF CONTROL – EMBRACE CO-PRODUCTION
• DIGITAL TREATIES AND ALLIANCES
• OPERATE ACROSS ORGANIZATIONAL BOUNDARIES 

– INTERNAL AND EXTERNAL
• UNDERSTAND THE LIMITS OF YOUR REACH AND TRUST
• LIVING BRANDS – THROUGH RELATIONSHIPS
…TO MAKE YOUR BRAND
FEEL ALIVE
BECOMING A LIVING BRAND
WHAT KIND OF RELATIONSHIP?
{number of interactions x quality of
interactions}
UTILITY
BRAND
Something to use
Interactions on occasion
LEVELOFCONTROL
FREQUENCY OF INTERACTIONS
AUDIENCE
BRAND
Something to say
Occasional interactions
EXPERIENCE
BRAND
Something to do
Continuous interactions,
brands are part of users’
daily lives.
RELATIONSHIP
BRAND
Something to relate to
Brands that transform
users’ daily lives.
CONTROLLEDBYTHE
BRAND
CONTROLLEDBYTHE
USERS
BECOMING A LIVING BRAND
WHAT KIND OF ROLE?
The brand keeps
delivering its service with
no visible partnerships
The brand filters and
selects partners to deliver
a curated experience
The brand experiences
are accessible through
third party platforms
The brand aggregates
third parties and delivers
a holistic experience
STANDALONE CURATOR PARTNER PLATFORM
BECOMING A LIVING BRAND
WHERE & WHEN?
Gestures, voice interactions, AI…
The days of point and click are
gone
NEW INTERACTIONS
With new contexts 

for interactions there 

will be new engagement
opportunities for smart brands
NEW CONTEXTS
You don’t control the
experience anymore. Clients
decide when and where to
interact with brands
NEW TOUCH-POINTS
How are you going to be
available anytime, anywhere?
How is your tone of voice 

going to sound?
Will you have a signature
gesture?
How will you be ready to
engage clients in new 

contexts and needs?
BUT
THIS IS NOT ENOUGH
I T ’ S N O L O N G E R E N O U G H T O
C R E A T E S O M E T H I N G T H A T
P E O P L E L I K E
Y O U M U S T B U I L D
E X P E R I E N C E S T H A T 

P E O P L E L O V E
B U T L O V E I S C O M P L E X
H O W D O Y O U D E F I N E L O V E
F O R A B R A N D E X P E R I E N C E ?
1
W H AT M A K E S P E O P L E LOV E 

A B R A N D E X P E R I E N C E ?
2
… A N D W H AT S U S TA I N S 

T H AT LOV E ?
TO FIND OUT, WE EMBARKED ON
A TWO-YEAR RESEARCH STUDY
WE STARTED WITH QUALITATIVE
ETHNOGRAPHIC STUDIES ACROSS:
3 COUNTRIES
US, UK AND BRAZIL

4 INDUSTRIES
RETAIL, HOSPITALITY,
AUTOMOTIVE, AND BANKING

6 BRANDS 

PER INDUSTRY
USING ADVANCED STATISTICAL
TECHNIQUES, WE CREATED 

AN ALGORITHM EXPLAINING
PEOPLE’S FEELINGS TOWARD
BRAND EXPERIENCES
WE THEN CONDUCTED
QUANTITATIVE GLOBAL SURVEYS
OF 27,000 RESPONDENTS
The Era of Living Services: RILA 2017 Leadership Forum
THE RESEARCH REVEALED 5 DIMENSIONS 

FOR MEASURING CUSTOMERS' FEELINGS
TOWARD A BRAND EXPERIENCE
F
FUN
Holds people’s
attention in an
entertaining
way
R
RELEVANT
Provides clear
and customized
information
E
ENGAGING
Identifies with
individual needs
and wants
S
SOCIAL
Connects
people with
each other
H
HELPFUL
Is efficient, easy
and adapts over
time
O V E R A L L B R A N D A F F I N I T Y
I S B U I L T C U M U L A T I V E L Y
B A S E D O N H O W C O N S U M E R S
R A T E I N D I V I D U A L E X P E R I E N C E
M O M E N T S A C R O S S T H E F R E S H
D I M E N S I O N S
T H E L O V E I N D E X P R O V I D E S
A R E L I A B L E A N D R E P E A T A B L E
E X P E R I E N C E - M E A S U R I N G S Y S T E M
T H E D I M E N S I O N S A P P L Y
T O A L L B R A N D S ,
P H Y S I C A L O R D I G I T A L
THERE WERE 4 KEY FINDINGS
FROM THE STUDY
Each industry has a unique FRESH shape
consistent across every market.
Five experience leaders set the pace for brand
engagement across industries in the U.S.
Digital-only brands outperform traditional.
Brands have considerable scope for differentiation across
one or more dimensions; The Love Index shows where.
1
2
3
4
1. THE SHAPE OF INDUSTRY
Regardless of geography, 

each industry, comprised of six
prescribed brands, has its own
distinct shape reflecting the
dimensions people care about
most.
But these brands and industry
shapes are traditional – crafted
by decades of experiences with
products and services.
As experience leaders change
user expectations, brands will
need to “stretch” one or more
dimensions to differentiate.
Their scores will rise and create
a new shape altogether - for
themselves and potentially
their entire industry.
In an era of disruption, existing
brands and start-ups will
continue to bring imaginative
technologies, services and
experiences to market.
The driving force behind this
momentum is the shape of
opportunity.
2. DIGITAL BRANDS
OUTPERFORM TRADITIONAL
Digital giants – such as Google, Fitbit, Amazon,
and Netflix – outperformed traditional brands
in the three markets we studied.
These findings demonstrate the embedded role
technology plays in our lives.
To remain relevant, traditional brands must
focus on building design-led, user-centric and
adaptive products, services and experiences.
3. BRANDS HAVE CONSIDERABLE
SCOPE FOR DIFFERENTIATION
By plotting all of the brands within the
industry on a graph, we can assess how
they perform across the FRESH
dimensions, relative to each other.
By visualizing the scores, it becomes
clear which dimensions certain industry
players are outperforming others, whilst
highlighting the areas for improvement.
10
8
6
4
Brand A Brand B Brand C Brand D Experience leaders
4. EXPERIENCE LEADERS SET 

THE PACE FOR OTHER BRANDS
THE FOLLOWING COMPANIES GARNER THE MOST BRAND LOVE FOR ONE OR MORE DIMENSION:
Fun Relevant Engaging Social Helpful
Experience leaders are high-scoring top of mind brands that set the 

experience expectations on specific dimensions. These top of mind 

brands are those that consumers recall as their most loved brands, 

without any direction from TLI team.
Experience leaders have the power to affect how traditional brands might 

choose to innovate and differentiate themselves according to FRESH, 

and how emerging start-ups might aim to further disrupt business and society.
NOW, LET’S SEE HOW
5 RETAILERS SCORE ON
THE 5 DIMENSIONS…
The distinct shape of the retail
industry reveals brands focus
on making their experience
Helpful, Relevant and Engaging.
US RETAIL MARKET
Lower scores on the Fun and Social
dimensions are surprising, considering how
so many people turn to ”retail therapy” to
lift their spirits, or use shopping as a way
to socialize with family and friends.
There’s an opportunity here for new, or
existing players, to boost investments in
Fun and Social experiences, as a method
for gaining a competitive advantage over
fellow industry players.
10
8
6
4
FUN
RELEVANT
ENGAGINGSOCIAL
HELPFUL
Walmart Target Nordstrom
Best Buy Whole
Walmart
Best Buy
Target
Whole Foods
Nordstrom
The performance of the retail
disruptor, Amazon, demonstrates
all retail brands have work to do
beyond the Fun and Social
dimensions.
US RETAIL MARKET
Traditional players are lagging behind 

Amazon most considerably on the Fun, Helpful
and Relevant dimensions. The difference in the
latter 2 dimensions is likely to be driven by
Amazon’s large assortment of items, ratings,
reviews and personalized suggestions for
companion items.
Amazon scores equally unimpressively on the
Social dimension, further demonstrating the
opportunity for an existing or new player to invest
in this area as a method for increasing love.
Walmart
Best Buy
Target
Whole Foods
Nordstrom
Amazon
10
8
6
4
FUN
RELEVANT
ENGAGINGSOCIAL
HELPFUL
The significant differences in
performance between the
experience leaders, and the
retailers highlights clear areas
for improvement if retailers are
to meet their customer’s liquid
expectations.
US RETAIL MARKET
Consistent with previous analysis, 

the Social dimension is a big area for
improvement, along with Fun. 

How could retailers integrate our social
networks into the shopping experience, 

to make discovery more personal? 

How can retailers bring back the fun of
shopping, utilizing new technology?
Walmart
Best Buy
Target
Whole Foods
Nordstrom
Amazon
10
8
6
4
FUN
RELEVANT
ENGAGINGSOCIAL
HELPFUL
Experience leaders
WE CAN ALSO SEE HOW
IMPROVEMENTS IN THE 5 DIMENSIONS
CAN IMPACT THE NET PROMOTER SCORE
STEP 1
MEASURE BRAND’S SCORES
ON FRESH DIMENSIONS
STEP 2
CHOOSE A DIMENSION(S) TO
IMPROVE AND THE REQUIRED
PIN-POINT ACTIONS
STEP 4
TRACK IMPACT ON NPS
STEP 3
RE-MEASURE IMPACT 

ON FRESH SCORE
Fun = 5.5
Relevant = 6.7
Engaging = 6.4
Social = 5.6
Relevant = 6.7
Design, iterate and update the
brand’s experience to make it
more Fun. This could include:
• Making the experience more
entertaining
• Designing a more immersive
experience, that makes the
user lose track of time
Fun =
7.5
(+36%)
A 2 point increase in 

Fun will lead to a
+0.3
increase in NPS
• Gen Z and younger Millennials are seeking ease and efficiency.
• Monthly curated subscription programs – particularly for Fashion (77% of both groups),
Health and Beauty (56% Gen Z and 63% Young Millennials).
• Automatic replenishment programs - substantially more indicated that they would shift
more than half their purchases to a trusted retailer offering the service.
• Gen Z shoppers are the most excited by voice activated ordering - they can’t wait to use
this technology for fashion, consumer electronics and health and beauty items.
LASTLY…
LIQUID EXPECTATIONS ARE VERY REAL
T H A N K Y O U
A C C E N T U R E
J i l l S t a n d i s h
jill.standish@accenture.com
@ j p u l e r i
F J O R D
M a r k C u r t i s
mark.curtis@fjordnet.com
@ f j o r d m a r k

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The Era of Living Services: RILA 2017 Leadership Forum

  • 1. THE ERA OF LIVING SERVICES RILA – NAPLES JANUARY 2017
  • 2. LIVING SERVICES ARE THE RESULT OF TWO FORCES
  • 3. LIVING SERVICES ARE THE RESULT OF TWO FORCES THE DIGITIZATION OF EVERYTHING LIQUID EXPECTATIONS
  • 4. CUSTOMER EXPECTATIONS ARE LIQUID AND TRANSCEND TRADITIONAL BOUNDARIES DIRECT COMPETITORS SERVICES THAT DIRECTLY COMPETE WITH YOURS
  • 5. CUSTOMER EXPECTATIONS ARE LIQUID AND TRANSCEND TRADITIONAL BOUNDARIES EXPERIENTAL COMPETITORS SERVICES THAT (PARTIALLY) REPLACE THE NEED FOR YOURS DIRECT COMPETITORS
  • 6. CUSTOMER EXPECTATIONS ARE LIQUID AND TRANSCEND TRADITIONAL BOUNDARIES DIRECT COMPETITORS EXPERIENTAL COMPETITORS PERCEPTUAL COMPETITORS SERVICES THAT CHANGE CUSTOMER EXPECTATIONS – AND RAISE THEM FOR YOURS
  • 7. WE’VE COME A LONG WAY 1990s WEB & INTERNET 2000s MOBILITY 2010s LIVING SERVICES
  • 8. •THEY ARE TAILORED AND LIVE AROUND THE INDIVIDUAL – FLEX TO MEET EACH PERSON’S NEEDS AND PREFERENCES • THEY EVOLVE: THEY CONSTANTLY LEARN MORE ABOUT OUR NEEDS, INTENTS, PREFERENCES, AND CHANGE IN REAL TIME • THEY ARE VERY PROXIMATE TO US IN THE ENVIRONMENT – THINK WEARABLES AND NEARABLES LIVING?
  • 9. •GROWTH OF CONNECTED DEVICES •SENSORS •NETWORK CONNECTIVITY •THE CLOUD •BIG DATA •EVOLUTION OF UI •CONSUMER EXPECTATIONS WHY NOW?
  • 10. HOW WILL LIVING SERVICES CHANGE OUR LIVES? SIMPLIFY
 Automate decisions and actions, and reduce friction DISRUPT
 Enable radical change – from reactive to proactive, from population-based to personal, from utility to beloved service LEARNING 
 from what we do, powered by data and analytics ENVIRONMENTS 
 not industries
  • 11. OUR HOMES OUR BODIES OUR SHOPPINGOUR WORK OUR WORK OUR EDUCATION OUR EDUCATION OUR FINANCESOUR FAMILIES OUR FAMILIES OUR TRANSPORT OUR TRANSPORT
  • 12. A BRAVE NEW WORLD FOR BRANDS AND
 RETAILERS?
  • 13. THE DUNBAR NUMBER VERY FEW BRANDS I LOVE AND ENGAGE WITH OFTEN BRANDS I DON’T LOVE BUT ENGAGE WITH OFTEN BRANDS I LOVE AND DON’T OFTEN ENGAGE WITH BRANDS I DON’T LOVE AND DON’T OFTEN ENGAGE WITH MANY MORE LIMITED BY BANDWIDTH OF AFFECTION MORE LIMITED BY THROUGHOUT THE DAY
  • 14. BUT THE DUNBAR MAP IS DIFFERENT FOR EACH PERSON SO… PREPARE TO ATOMISE
  • 15. • PROVIDE JUST THE RIGHT SERVICES ON CUE • BUILD AWARE PLATFORMS • A WORLD OF BRAND PLUGS AND SOCKETS • BRANDS LET GO OF CONTROL – EMBRACE CO-PRODUCTION • DIGITAL TREATIES AND ALLIANCES • OPERATE ACROSS ORGANIZATIONAL BOUNDARIES 
 – INTERNAL AND EXTERNAL • UNDERSTAND THE LIMITS OF YOUR REACH AND TRUST • LIVING BRANDS – THROUGH RELATIONSHIPS …TO MAKE YOUR BRAND FEEL ALIVE
  • 16. BECOMING A LIVING BRAND WHAT KIND OF RELATIONSHIP? {number of interactions x quality of interactions} UTILITY BRAND Something to use Interactions on occasion LEVELOFCONTROL FREQUENCY OF INTERACTIONS AUDIENCE BRAND Something to say Occasional interactions EXPERIENCE BRAND Something to do Continuous interactions, brands are part of users’ daily lives. RELATIONSHIP BRAND Something to relate to Brands that transform users’ daily lives. CONTROLLEDBYTHE BRAND CONTROLLEDBYTHE USERS
  • 17. BECOMING A LIVING BRAND WHAT KIND OF ROLE? The brand keeps delivering its service with no visible partnerships The brand filters and selects partners to deliver a curated experience The brand experiences are accessible through third party platforms The brand aggregates third parties and delivers a holistic experience STANDALONE CURATOR PARTNER PLATFORM
  • 18. BECOMING A LIVING BRAND WHERE & WHEN? Gestures, voice interactions, AI… The days of point and click are gone NEW INTERACTIONS With new contexts 
 for interactions there 
 will be new engagement opportunities for smart brands NEW CONTEXTS You don’t control the experience anymore. Clients decide when and where to interact with brands NEW TOUCH-POINTS How are you going to be available anytime, anywhere? How is your tone of voice 
 going to sound? Will you have a signature gesture? How will you be ready to engage clients in new 
 contexts and needs?
  • 19. BUT THIS IS NOT ENOUGH
  • 20. I T ’ S N O L O N G E R E N O U G H T O C R E A T E S O M E T H I N G T H A T P E O P L E L I K E Y O U M U S T B U I L D E X P E R I E N C E S T H A T 
 P E O P L E L O V E
  • 21. B U T L O V E I S C O M P L E X H O W D O Y O U D E F I N E L O V E F O R A B R A N D E X P E R I E N C E ?
  • 22. 1 W H AT M A K E S P E O P L E LOV E 
 A B R A N D E X P E R I E N C E ? 2 … A N D W H AT S U S TA I N S 
 T H AT LOV E ?
  • 23. TO FIND OUT, WE EMBARKED ON A TWO-YEAR RESEARCH STUDY WE STARTED WITH QUALITATIVE ETHNOGRAPHIC STUDIES ACROSS: 3 COUNTRIES US, UK AND BRAZIL
 4 INDUSTRIES RETAIL, HOSPITALITY, AUTOMOTIVE, AND BANKING
 6 BRANDS 
 PER INDUSTRY USING ADVANCED STATISTICAL TECHNIQUES, WE CREATED 
 AN ALGORITHM EXPLAINING PEOPLE’S FEELINGS TOWARD BRAND EXPERIENCES WE THEN CONDUCTED QUANTITATIVE GLOBAL SURVEYS OF 27,000 RESPONDENTS
  • 25. THE RESEARCH REVEALED 5 DIMENSIONS 
 FOR MEASURING CUSTOMERS' FEELINGS TOWARD A BRAND EXPERIENCE F FUN Holds people’s attention in an entertaining way R RELEVANT Provides clear and customized information E ENGAGING Identifies with individual needs and wants S SOCIAL Connects people with each other H HELPFUL Is efficient, easy and adapts over time
  • 26. O V E R A L L B R A N D A F F I N I T Y I S B U I L T C U M U L A T I V E L Y B A S E D O N H O W C O N S U M E R S R A T E I N D I V I D U A L E X P E R I E N C E M O M E N T S A C R O S S T H E F R E S H D I M E N S I O N S
  • 27. T H E L O V E I N D E X P R O V I D E S A R E L I A B L E A N D R E P E A T A B L E E X P E R I E N C E - M E A S U R I N G S Y S T E M T H E D I M E N S I O N S A P P L Y T O A L L B R A N D S , P H Y S I C A L O R D I G I T A L
  • 28. THERE WERE 4 KEY FINDINGS FROM THE STUDY Each industry has a unique FRESH shape consistent across every market. Five experience leaders set the pace for brand engagement across industries in the U.S. Digital-only brands outperform traditional. Brands have considerable scope for differentiation across one or more dimensions; The Love Index shows where. 1 2 3 4
  • 29. 1. THE SHAPE OF INDUSTRY Regardless of geography, 
 each industry, comprised of six prescribed brands, has its own distinct shape reflecting the dimensions people care about most. But these brands and industry shapes are traditional – crafted by decades of experiences with products and services. As experience leaders change user expectations, brands will need to “stretch” one or more dimensions to differentiate. Their scores will rise and create a new shape altogether - for themselves and potentially their entire industry. In an era of disruption, existing brands and start-ups will continue to bring imaginative technologies, services and experiences to market. The driving force behind this momentum is the shape of opportunity.
  • 30. 2. DIGITAL BRANDS OUTPERFORM TRADITIONAL Digital giants – such as Google, Fitbit, Amazon, and Netflix – outperformed traditional brands in the three markets we studied. These findings demonstrate the embedded role technology plays in our lives. To remain relevant, traditional brands must focus on building design-led, user-centric and adaptive products, services and experiences.
  • 31. 3. BRANDS HAVE CONSIDERABLE SCOPE FOR DIFFERENTIATION By plotting all of the brands within the industry on a graph, we can assess how they perform across the FRESH dimensions, relative to each other. By visualizing the scores, it becomes clear which dimensions certain industry players are outperforming others, whilst highlighting the areas for improvement. 10 8 6 4 Brand A Brand B Brand C Brand D Experience leaders
  • 32. 4. EXPERIENCE LEADERS SET 
 THE PACE FOR OTHER BRANDS THE FOLLOWING COMPANIES GARNER THE MOST BRAND LOVE FOR ONE OR MORE DIMENSION: Fun Relevant Engaging Social Helpful Experience leaders are high-scoring top of mind brands that set the 
 experience expectations on specific dimensions. These top of mind 
 brands are those that consumers recall as their most loved brands, 
 without any direction from TLI team. Experience leaders have the power to affect how traditional brands might 
 choose to innovate and differentiate themselves according to FRESH, 
 and how emerging start-ups might aim to further disrupt business and society.
  • 33. NOW, LET’S SEE HOW 5 RETAILERS SCORE ON THE 5 DIMENSIONS…
  • 34. The distinct shape of the retail industry reveals brands focus on making their experience Helpful, Relevant and Engaging. US RETAIL MARKET Lower scores on the Fun and Social dimensions are surprising, considering how so many people turn to ”retail therapy” to lift their spirits, or use shopping as a way to socialize with family and friends. There’s an opportunity here for new, or existing players, to boost investments in Fun and Social experiences, as a method for gaining a competitive advantage over fellow industry players. 10 8 6 4 FUN RELEVANT ENGAGINGSOCIAL HELPFUL Walmart Target Nordstrom Best Buy Whole Walmart Best Buy Target Whole Foods Nordstrom
  • 35. The performance of the retail disruptor, Amazon, demonstrates all retail brands have work to do beyond the Fun and Social dimensions. US RETAIL MARKET Traditional players are lagging behind 
 Amazon most considerably on the Fun, Helpful and Relevant dimensions. The difference in the latter 2 dimensions is likely to be driven by Amazon’s large assortment of items, ratings, reviews and personalized suggestions for companion items. Amazon scores equally unimpressively on the Social dimension, further demonstrating the opportunity for an existing or new player to invest in this area as a method for increasing love. Walmart Best Buy Target Whole Foods Nordstrom Amazon 10 8 6 4 FUN RELEVANT ENGAGINGSOCIAL HELPFUL
  • 36. The significant differences in performance between the experience leaders, and the retailers highlights clear areas for improvement if retailers are to meet their customer’s liquid expectations. US RETAIL MARKET Consistent with previous analysis, 
 the Social dimension is a big area for improvement, along with Fun. 
 How could retailers integrate our social networks into the shopping experience, 
 to make discovery more personal? 
 How can retailers bring back the fun of shopping, utilizing new technology? Walmart Best Buy Target Whole Foods Nordstrom Amazon 10 8 6 4 FUN RELEVANT ENGAGINGSOCIAL HELPFUL Experience leaders
  • 37. WE CAN ALSO SEE HOW IMPROVEMENTS IN THE 5 DIMENSIONS CAN IMPACT THE NET PROMOTER SCORE STEP 1 MEASURE BRAND’S SCORES ON FRESH DIMENSIONS STEP 2 CHOOSE A DIMENSION(S) TO IMPROVE AND THE REQUIRED PIN-POINT ACTIONS STEP 4 TRACK IMPACT ON NPS STEP 3 RE-MEASURE IMPACT 
 ON FRESH SCORE Fun = 5.5 Relevant = 6.7 Engaging = 6.4 Social = 5.6 Relevant = 6.7 Design, iterate and update the brand’s experience to make it more Fun. This could include: • Making the experience more entertaining • Designing a more immersive experience, that makes the user lose track of time Fun = 7.5 (+36%) A 2 point increase in 
 Fun will lead to a +0.3 increase in NPS
  • 38. • Gen Z and younger Millennials are seeking ease and efficiency. • Monthly curated subscription programs – particularly for Fashion (77% of both groups), Health and Beauty (56% Gen Z and 63% Young Millennials). • Automatic replenishment programs - substantially more indicated that they would shift more than half their purchases to a trusted retailer offering the service. • Gen Z shoppers are the most excited by voice activated ordering - they can’t wait to use this technology for fashion, consumer electronics and health and beauty items. LASTLY… LIQUID EXPECTATIONS ARE VERY REAL
  • 39. T H A N K Y O U A C C E N T U R E J i l l S t a n d i s h jill.standish@accenture.com @ j p u l e r i F J O R D M a r k C u r t i s mark.curtis@fjordnet.com @ f j o r d m a r k