Jump to content

Strategies to build and sustain profitable ecomm


Network design & physical flow
Ed Lawson

Strategies to build and sustain profitable ecomm operations: increasing ecomm volume whilst maintaining a hold on cost

A focused discussion intended to share experience and strategies to build on or increase ecomm volumes. As ecomm has been turbocharged in 2020, accelerating existing channel growth or even launching new ecomm channels for many, it's important to keep a handle on costs, and get the model right from customer promise through to execution. There have been many hard lessons learned in this space, spanning fundamental model through to final mile. Uniting supply chain and customer facing ecomm can pose challenges, working out the exact customer proposition, and understanding the long term best strategy for DC all figure in this discussion. 

  • Getting the customer proposition right, without spiralling cost
  • Disrupting the market or existing strategy - spotting an opportunity to disrupt an established market pattern
  • 5 guiding principles for  efficient ecomm
  • Collaboration: what options are there, what's works, how can you benefit?
  • Considering returns: volumes and how they're handled
  • Finding a sustainable offering and setting the customer promise

As always, our discussions are capped in numbers to ensure we can be useful to everyone on the call, and that everyone can contribute. 

For this discussion we're pleased to be joined by Louisa Hosegood of Bis Henderson Consulting. Louisa has specialist experience in ecomm, with first hand experience of ecomm at M&S and John Lewis, now hleping other organisations to design and execute robust plans. 

Confirm your participation or reserve your place here

  • Similar Content

    • JP Doggett
      By JP Doggett
      Next-gen omnichannel retailing - e2e visibility & demand shaping
      (for current practitioners only)*
      The pandemic has prompted a shift to non-store channels, including delivery and click & collect, accelerating a trend that was already well established. For many, the response has been tactical with a 'whatever it takes' approach to serving customers however they wish. In tandem with the drive to reduce waste, there are important questions about whether the status quo is sustainable or whether a fundamental re-think and re-design of supply chain operations, enabled by digital technologies, is now an urgent priority. If so, how?
      This discussion will explore:
      How machine learning can improve forecasting accuracy across channels with leading demand indicators End-to-end omnichannel planning with a singular integrated view on merchandising and supply chain across all channels Leveraging rich customer data to proactively shape demand and reduce waste Best practices for scaling operations automation over time  Hosted by Intent
      Expert guest: Aleem Bandali, Retail Lead EMEA, o9 Solutions
      Max. 90-minute, interactive discussion with 6-8 participants who shape the discussion agenda. The confirmed participant list will be shared in advance.
      *we may adjust participation for an optimal discussion group
    • JP Doggett
      By JP Doggett
      Concurrent planning in the age of volatility & disruption
      The Covid experience has underlined the importance of agility and being able to adapt to changing circumstances. In many cases, existing S&OP / IBP processes have struggled with a much higher demand for scenarios, cycles having to begin before the previous cycle is finished and a highly unusual operating context requiring decisions to be escalated or reviewed more frequently. 
      Can a concurrent (as opposed to linear or sequential) planning approach help? How?
      We aim for 5-8 active discussion participants. Others may also join and we'll invite input from everyone before and during the session. The key questions to address include:
      What are the people, process and systems barriers to better coping with volatility? What lessons can we learn from the pandemic experience so far and recent implementations? How to demonstrate concurrent planning RoI in six weeks Moderated by Intent, this is an interactive discussion shaped by participants' input with opportunities to continue conversations with individual participants afterwards.
      The discussion leaders will be:
      Claire Milner, SVP EMEA, Kinaxis Request to join
    • JP Doggett
      By JP Doggett
      Adaptive logistics with AI and IoT
      Leveraging AI and incorporating external data to enable proactive customer advice on ETAs IoT for fleet monitoring, quality assurance and near real-time response Transport orchestration and integration with 3PLs Moderated by Intent, this is an interactive discussion for practitioners to share experience and ideas. It is shaped by participants' input with opportunities to continue conversations with individual participants afterwards.
      Request to join
    • JP Doggett
      By JP Doggett
      Simplifying order management across channels
      How has pandemic-driven channel shift exposed or created unnecessary complexity and limitations? Exchanging insights and ideas on how challenges can be alleviated in the short-term What are the longer-term implications for processes and systems? Moderated by Intent, this is an interactive discussion for practitioners to share experience and ideas. It is shaped by participants' input with opportunities to continue conversations with individual participants afterwards.
      Request to join
    • JP Doggett
      By JP Doggett
      Profitable ecommerce strategies
      Summary notes from Intent Group Virtual Boardroom Discussion on 17/11/20
      Hosted by Ed Lawson, Intent Group
      Guest expert: Louisa Hosegood, Digital and Strategy Director, Bis Henderson
      Ecomm / D2C drivers & lessons learned
      Consolidating pandemic gains: the pandemic has driven many recent ecomm/D2C initiatives but often in an improvisational way that isn’t sustainable long-term. The challenge now is to understand how much pandemic-instigated behaviour will stick and how to consolidate recent innovations on more solid foundations; D2C needs a clear value proposition: experience has shown that D2C for a single brand struggle to compete unless it’s very unique or can’t be found elsewhere. Better results have come from value-added offerings including customisation but this can pose challenges in terms of sufficient scale; Not either / or: common challenges have been rooted in the perception of the online business as a parallel entity, often because of having originated from a particular department or because it has been a marginal part of the business. A key to success is re-imagining online AND the bricks and mortar business holistically, including the redesign of frontline roles as much as head office strategy...a blend, not a switch. This false dichotomy can also create the illusion of higher costs because new online costs are incurred without simultaneously taking costs out of the traditional business; Stakeholder management: technology is usually less than 50% of the battle: it can be useful to have a team that is healthily distanced from the traditional business to escape from legacy norms, processes, systems and preconceptions… Commercial team alignment: however, there needs to be alignment and integration with commercials: need to avoid ecomm ‘competing’ with other channels: a good omnichannel strategy integrates all sales. Well designed KPIs can make sure ecomm is integrated for a ‘win-win’.   Morphing of B2B and B2C: to a degree, B2C expectations are influencing standards and features expected in B2B. There is though, some retreat from short time slots, faster delivery etc, as businesses are seeing the costs of this service at scale. B2B needs to pick up the good elements of B2C without becoming B2C! Long term viability/sustainability: as the balance has shifted to ecomm, for many selling through Amazon will be the most efficient route. Key questions to resolve
      Is the customer always right? Ecomm / D2C initiatives are often driven by customer demand for speed and convenience but this comes at a cost. Asset efficiency and the cost base are important constraints to consider for online operations to be commercially viable which may mean that some segments or products can’t sustain current high service levels. For example, what scale is necessary to internalise?, what synergies are there with existing operations?; Push or pull?: in some cases, the shift to an online model hasn’t happened as fast as anticipated so there are questions about the extent to which this behaviour shift needs to be incentivized?; Practical AI?: online models provide more customer data and a lot of investment has gone into smart algorithms and demand sensing to the extent that, in some cases, they are relied on more than customer forecasts. However, it has been harder to convert these insights into actions that make a practical difference; End-to-end integration? One of the biggest challenges is integration of systems and processes. No single system alone can serve all the requirements but, at the same time, the system is only as strong as the weakest link in the chain so integrating data and systems is critical.

  • Create New...