THE RISE OF THE CHIEF SUSTAINABILITY OFFICER

Mathew Nelson, Chief Sustainability Officer, EY Oceania, at the Sustainability Leaders Summit 2022.

 

The Rise of The Chief Sustainability Officer: How CSOs Are Fast Joining the Ranks of CFOs and COOs to Drive Business Value and Sustainable Impact

Mathew Nelson, EY Oceania Chief Sustainability Officer, has over 20 years’ experience in providing advisory and assurance services related to ESG and climate change and has previously held roles as Oceania, APAC and Global Leader for EY’s Climate Change and Sustainability Services business.  Mat will be speaking on ‘The rise of the Chief Sustainability Officer: How CSOs are fast joining the ranks of CFOs and COOs to drive business value and sustainable impact’. He will be talking to why CSOs are central to the everyday conversations held and decisions made at the executive leadership level, and why both credibility and capability is important to this role.

THE ECONOMICS OF SUSTAINABILITY

As Director of the Centre for Industrial Sustainability at the University of Cambridge, Professor Steve Evans plays a central role informing and influencing the UK’s transformation towards a sustainable industrial system. We spoke with Professor Steve Evans to get a better understanding of his work and the industrial transition afoot towards more sustainable operating models.

SUSTAINABILITY IN SUPPLY

Responsible for driving McDonald’s supply chain and sustainability agendas across Australia and New Zealand, Kylie brings extensive procurement, commercial and sustainability experience to the country’s leading and largest quick service restaurant chain. We spoke with Kylie to understand the progress McDonald’s Australia has made, and what lies ahead for their sustainability journey.

We engage and enable our entire supply chain to set genuine and practical system-wide commitments to sustainability.

A SHARPER VISION FOR A CLEANER FUTURE

 Dr Stefanos Fotiou is responsible for the planning and implementation of the United Nations Economic and Social Commission for Asia and the Pacific’s work on natural resources management, climate change, sustainable urban development, and the green economy. From decarbonisation through to the cities of the future, we sat down with Stefanos to sharpen our approach to the epidemic political and industrial challenges that threaten our sustainability outlook.

CHARTING A NEW PATH TO PROGRESS

 The ongoing pandemic has had a consequential impact on all sectors of the national economy, but perhaps none more than the airline industry. As Group Executive, Government, Industry, International, Sustainability at QANTAS Airways, Andrew Parker has visibility over the disruption that has unfolded and the potential for sustainable change moving forward. We sat down with Andrew to discuss what is on the horizon for the nation’s carrier. 

THE ROAD TO SUSTAINABLE RETAIL

As Chief Property, Export and Sustainability Officer for the Coles Group, Thinus Keeve has a unique
perspective on the sustainability journey being undertaken by one of the nation’s most iconic
Retailers. From renewable energy partnerships through to experiential store concepts, we
spoke with Thinus to find out how Coles is realising its ambition to be Australia’s most
sustainable supermarket.

The Importance of Product Information Management Solutions in Creating a Compelling Customer Experience.

Akeneo Insights Report:

To learn more about how Akeneo can help your product and customer experience, reach out to a Akeneo here.

RESPONDING TO BUSINESS VOLATILITY WITH DATA AND A.I.

To download this Insights Piece as a printable .PDF, click here.
To watch the full Panel Discussion, click here.
To help define the next steps of your data journey, connect with Databricks’ technologists here.

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INTRODUCTION
Businesses are placing renewed attention on the value of responsive analytical capabilities. National and global Retailers alike are leaning on data analytics to help drive better decision-making and advance customer outcomes, strengthening their businesses against the current volatile economic landscape. We recently convened a virtual panel to hear how leading national Retailers are approaching data transformation. Moderated by Bede Hackney, Country Manager, Databricks Australia & NZ, our conversation unearthed the unique strategies that Retailers are pursuing to enable responsive, data-informed decision making.

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A YEAR LIKE NO OTHER: NAVIGATING UNCHARTED TERRAIN WITH DATABRICKS
The pandemic restricted the movement of people and forced huge swathes of the economy into retreat. In response, the nation’s Retail community mobilised rapidly, channelling tremendous growth in e-commerce platforms to facilitate safe consumer spending. Looking ahead, our optimism or pessimism on the continued health of our communities, on the trajectory of consumer confidence, and on the strength of our industry is not misinformed, it’s simply not informed.

Volatility inherently corrupts our ability to forecast with any precision. Without historical data to lean on, thought-leaders are taking advantage of new types of dynamic information to shape a contextual perspective. Sole reliance on internal data is slackening as Retailers widen their gaze to accommodate external data sets and incorporate unstructured and semi-structured sources of data. By adopting a more holistic data perspective, one that is informed not just by internal data but by reconciling external sources of data in a unified and intuitive platform, Retailers can enhance their resilience and responsiveness

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REIMAGINING RETAIL: NEW DATA PERSPECTIVES FROM MICROSOFT

Retailers are confronting their global supply chain dependencies in response to the pandemic, reassessing the weight of individual component costs in the broader scheme of end-to-end value optimisation. But the process of anticipating and mitigating the factors arresting the movement of goods hinges on sharing data with key players in our supply and distribution networks to achieve greater transparency and responsiveness. Beyond addressing our assumptions on what data is of relevance, we need to consider the varied use cases for data assets we have already collected.

Preceding the pandemic, Retailers had been building their capability to collect data from physical environments with the intent of understanding in-store traffic patterns to optimise product placement layouts and ultimately affect cart size. Now, the same environmental data is being directed towards improving employee and customer health and safety protections by removing bottlenecks and managing in-store movement.

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BUILDING FOR NOW AND THE FUTURE WITH JB HI-FI

Hindsight is the weapon of emerging businesses – you don’t need to encounter and overcome the trials faced by your established competitors when you have the historical data to circumvent them. New companies pre-emptively adopt a data-first mindset, diffusing the resource-draining data engineering undertaken by traditional players.

JB Hi-Fi faced a number of significant challenges on the road to building an intuitive and responsive data functionality. Data had accrued in siloed systems, while different access methods, formats, and authentication controls meant that anyone attempting to report against the data contended with a spider web of connectivity. The on-premises data warehouse solution was both scale and cost prohibitive, while reporting mechanisms anchored to Excel were flat, non-interactive, and non-dynamic in the content they delivered.

In response, the business created an environment structure modelled on swim lanes of data ingestion, one for each type of collection, with these pipelines parametrised to store definitions about schedules, database tables, and credentials. From there, all data is transformed into Databricks Delta Format, allowing for asset level transactions and increased retrieval time. Microsoft Power BI is augmented with precomputation and business logic implementations within an adjacent Databricks Job to rapidly deliver interactive visualisations and business intelligence reporting capabilities. Together, this environment structure empowers JB HiFi to react rapidly to a changing business landscape.

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LOOKING AHEAD
Dynamic, data-informed decision making is essential for businesses when they encounter volatility. The pandemic has exposed our collective reliance on historical forecasting data, shifting attention towards the value of real-time data to inform rapid responses to changing market forces. Moving forward, Retailers will benefit from looking beyond their own walls to identify and leverage alternative data sources, incorporating structured, semi-structured and unstructured data to reveal broader insights. By adopting a culture of rapid experimentation and focussing on improving outcomes rather than generating insights, Retailers will be able to unlock a new resilience that is embedded with responsiveness.

To learn more about how Databricks can help you realise these capabilities and shape the next steps of your data transformation journey, reach out to a Databricks’ technologists here.

CUSTOMER SIGNALS: SHINING A LIGHT ON CX IN RETAIL

To download this Insights Piece as a printable .PDF, click here.
To watch the full Panel Discussion, click here.
To learn more about Oracle Customer Experience (CX), click here.

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INTRODUCTION
As consumers, we are all enmeshed in the circuitry of modern Retail. We are constantly sending out signals, from dim, pulses of interest in moments of intrigue and discovery through to blindingly clear statements of purchase intent. A misinterpretation of these signals, a single misstep in engagement, will trip a fuse on the path to purchase.

We convened a virtual panel to hear how Mike Ainsworth, General Manager Marketing, Barbeques Galore; Jason Rickard, Digital Customer Experience Manager, Terry White Chemist; and Chris Spence, Country Head, Oracle Marketing Cloud are powering experiences by harnessing consumer insights. Moderated by Paul Waddy, CEO, The Horse, our conversation identified the practical steps businesses can take to create a sharp image of every customer that enters your brand ecosystem. We are sharing some of the summarised insights from this executive conversation with you today.

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PAUL {moderator}
To begin, what are your opening impressions on the current state of experiential Retail?

JASON
The importance of comprehensive customer-journey mapping, taking into account consumer emotions, trigger points, pain points, and need states cannot be overstated. Only once we understand the path our customers are on, and by extension, the pathways we anticipate delivering in the future, can we being consolidating our approach to connecting and activating data. Data acquisition becomes relatively straightforward when armed with this visibility over the customer’s journey; we apply digital tracking to our properties, ingesting data through subscription forms and booking engines alongside other inputs. The next step is activating that data with content. While data powers our marketing automation, content provides a purpose and drives consumer outcomes by delivering pertinent messages at precise moments of the customer’s journey.

MIKE
The most important part of customer experience is truly understanding your brand and connecting your purpose and promise through to consumers. For us, customer experience is about delivering sincere moments and honest empathy in all our consumer engagements. Too often, experiential efforts are focussed too low in the funnel; there is extremely fertile soil in the ground above to drive experiences in the consideration and preferences phases of the customer’s journey. Another immense area of opportunity is leveraging online and offline environments harmoniously as part of a broader recognition that success hinges on the sum of all parts. It’s highly counter-intuitive to dwell on the success of individual channels rather than taking a more holistic view on the success of the business that accounts for our ability to deliver truly exceptional customer experiences.

CHRIS
As a Retail community, we have accelerated dramatically these past twelve months to meet rising consumer demands. We have witnessed a shift towards direct-to-consumer business models as brands attempt to drive and shift customer preferences before the search battle plays out on browsers. We are also seeing an increased focus on loyalty, with Retailers securing customer allegiances by driving connected experiences across digital and physical channels. All of these efforts stem from a solid bedrock of data and the recognition that customers are willing to trade information in exchange for considered personalisation. We’ve been working closely with Retailers to look more closely at content consumption, cart abandonment, profile data and ancillary consumer signals to better understand the entire customer lifecycle. From here, Retailers have a solid foundation for building brand affinity and embedding emotions to reduce churn and curate a community of loyal customers.

PAUL {moderator}
Our lived experience of the pandemic has been greater oversight of and restrictions on human movement. Social interactions and commercial transactions have become defined by distance to the extent that we have learned a certain discomfort for proximity. The obvious consequence of these restrictions was a swift shift to digital channels and accelerated growth in the maturity of e-commerce. Beyond that, what are the most salient changes in consumer behaviour that you have observed this year?

JASON
One of the most pronounced shifts in consumer behaviour has been the steep demand for low and no-touch fulfilment as an extension of existing click and collect options, and in our particular case, the acceleration of Telehealth services. Speaking more broadly, the resilience of existing supply and fulfilment models has been drawn into consideration as we accelerate towards a contactless Retail environment. The rise in fear-based purchasing and hoarding behaviour was particularly pronounced in Australia on a global scale and affected our ability to provide equitable access to products across our wider network. In response, we adopted a more active role triaging customers to the most appropriate delivery channels, a challenging undertaking given the mechanics underwriting our franchise model.

MIKE
The extreme conditions of the pandemic shuffled consumers back into the home, providing retailers and customers alike with a rare opportunity to reassess their relationship. Since the outbreak of the pandemic, there has been a constant dialogue on translating face-to-face encounters in a digital setting. This conversation is driving towards creating exercises in experience; we are striving to establish an emotional connection between consumers and our brand in a virtual environment, to create vehicles for experiencing products online. Consumers are reaching for connection and brands need to respond by delivering authentic, empathetic experiences.

PAUL {moderator}
Timing is everything. What are some of the key, real-time indicators you rely on to inform decisions around driving content and offers to customers?

CHRIS
In the context of propelling the customer down the path to purchase, we have seen that Retailers who are empowered to respond to cart abandonment triggers in near real time have drastically improved conversion rates. Cart abandonment is undeniably one of the most powerful and accessible customer signals that Retailers can leverage. Given that the average value order on abandoned carts outweighs traditional online orders by approximately 45 percent, there is a real opportunity to reengage customers with a comprehensive omnichannel offering, communicating information on inventory or price fluctuations across relevant channels.

MIKE
Beyond conversion, the value of real-time communications has been made abundantly clear to us this year in the fulfilment stage of the customer’s journey. Customer experience in fulfilment is directly informed by transparent communication. There are enormous opportunities to secure customer allegiances and improve retention not only be offering diverse fulfilment options, but by providing timely and accurate information on delivery timelines. Real-time visibility over your supply pipeline provides you with indispensable signals and opportunities to communicate with your customers at this stage of their journey with your brand.

JASON
It’s important for Retailers to distinguish real-time from relevance, to recognise that immediacy is no guarantee of effectiveness. There are dangers for brands that profile their customers too aggressively. We should aspire to build trust through targeted communications rather than erode it by being overly familiar or intrusive without context. By way of example, our customers are not always in the right mental or emotional state to condense content immediately after making a purchase. But information providing further context around the products they have purchased can be extremely relevant and valuable when timed effectively in the days following purchase.

PAUL {moderator}
What role does experience play in fostering customer loyalty?

MIKE
Customer experience is everything in loyalty. Consumers have forfeited their data in exchange for rewarding experiences, but a narrow focus on gamifying transactions rarely satisfies these expectations. In many instances, points-based reward tiers represent a shallow, transactional approach with few short term benefits and no long-term value for the customer or business. The notable exception is the Airlines industry, where the audience’s receptiveness to elite status alongside vast redemption potential informs the success of the model. But Retailers should not suffer under the illusion that their audience will respond to the same triggers. We are currently on a journey to better understand what loyalty means to us, to recognise the emotional connection consumers have to our brand and to deliver content and experiences that resonate to retain customers in our ecosystem.

CHRIS
While data delivered experiences are an opportunity to build trust, they are also a highly versatile mechanism from an operational and supply perspective. A scalable, skewed rewards system can be leveraged to clear stock without resorting to discount strategies, and charitable donation options further reflect your brands commitment to reflecting and supporting the values espoused by your customers. Any Retailers that have implemented a points-based loyalty model should reassess how granular and responsive their system is to consumer and business needs alike.

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CONCLUSION
The nation’s Retail community has responded emphatically to challenges flowing from the pandemic. Retailers have evolved at a frenetic pass to improve their responsiveness and engage with customer’s on their terms. The capability to deliver thoughtful, rewarding experiences is firmly rooted in data capability. Consumer expectations for personalisation can only be reached by forming and acting upon a unified view of the customer’s journey.

Oracle continues to work with Retailers to map these journeys and build a deeper understanding of customer lifecycles. It is incumbent on Retailers to consider the steps they must take and the partnerships they can pursuit to deliver truly responsive and rewarding customer experiences in the year ahead.