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    Mattias Forsberg, Systembolaget, CIO of the Year 2013

    Stockholm, 2014-02-05

  • •  Short introduction

    • Omni-channel in Retail – How to reach the seamless customer experience?

    •  Leadership – The most important skill for the future CIO?

    2

    Agenda

  • Vice President IT, Systembolaget

    •  Responsible for all IT operations and development within Systembolaget

    •  Responsible for the Strategic Project Portfolio at Systembolaget (yearly 20-25 strategic projects).

    Introduction

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    MATTIAS FORSBERG Born 1972 Interests: Family, Sports (cross-country skiing, alpine skiing, triathlon, tennis, floor ball) Experience:

    •  2011 – : Vice President IT, Systembolaget •  2008-2011: Vice President IT, B&B TOOLS •  - 2008: +10 years as Management/IT

    Strategy Consultant

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    The role of Systembolaget: There will be fewer alcohol-related problems if alcohol is sold without aiming to generate a profit

    SYSTEMBOLAGET OPERATIONS •  >120 million annual customer visits

    •  426 stores •  >500 agents in small towns/ rural areas •  5,032 employees •  Turnover SEK 25.7 billion SEK •  530 active suppliers •  Over 13,650 items in range

    The downsides of alcohol

  • 1. Challenges for the mandate •  Alcohol advertising •  E-commerce

    3.  The (absence of) debate about public

    health and alcohol issues

    5.  The development within retail •  Omni-channel (integrated channels) •  Increased customer expectations

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    Strategic challenges ahead

    Source: SIFO 2013

  • •  Short introduction

    • Omni-channel in Retail – How to reach the seamless customer experience?

    •  Leadership – The most important skill for the future CIO?

    6

    Agenda

  • The development of integrated digital channels challenges retailers

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    Increased usage of digital channels

    Increased expectations on digital channels

    Customers expects integrated channels

    •  89 % of the Swedish population has Internet access •  Systembolaget had 28 mil. digital customer visits 2012 - an

    increase with 164% from 2011 •  >50% of visitors mobile by 2013 •  Increased usage of social channels for interaction

    •  Information needs to be easily available, indifferent of platform or device

    •  Expectations of personalization also on-line •  Access to the whole assortment on-line

    •  Customers uses the mobile also at store visits •  90% of the customers searches for information on-line before

    a purchase (indifferent of purchase on-line or in store) •  Ability to choose delivery point (store, home, agent)

    Source: Systembolaget

  • Primary customer segments are mobile and digitally experienced

    Average all customer segments

    Kunniga Karlberg PRIMARY 41+ (female 58% male 42%)

    Grabbige Gustav SECONDARY 31-40 years (male 79% female 21%)

    Party Pia/Fest Filip SECONDARY 18-30 years (male 52% female 48%)

    % of all customers 13% 11% 13%

    Internet usage (daily) 96,2% 97,2% 96%

    Sb.se from mobile 16% 44% 52% 41%

    Downloaded mobile app 17% 28% 32% 19%

    Ordered at sb.se 27% 50% 32% 21%

    Facebook (daily) 50% 47% 51% 61%

    Twitter etc. (daily) 14% 12% 17% 20%

    Source: Systembolaget customer segmentation 2012/2013

    Prioritized customer segments for communication and dialogue

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    13% 11% 13% % of customers %

  • The e-commerce with alcohol until 2017 will have a modest growth rate but the potential long-term is high

    9 Source: HUI “Försäljning av alkohol på nätet” 2013. Systembolaget calculations. Includes current ordering to be picked-up at shop or at agent.

    E-commerce with alcohol (% of total sales)

    0

    5

    10

    15

    20

    25

    30

    2013 2017 2022

    High

    Medium

    Scenarios of growth rate

    4-7%

    10-28%

    3%

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    Digital channels currently scores below other channels and needs to be improved

    Customer Satisfaction Index (NKI) per channel

    Source: NKI survey, CFI group, 2013

  • Understand your customer needs. Build for the future

    Understand each channels position

    Don’t take short-cuts regarding architecture

    Key steps towards a seamless customer experience

    •  Customers “real” usage of channels •  Plan for mobile first

    •  Digital channels primarily for information •  Limited growth of e-commerce , but long-term high potential •  Catch self-service opportunities

    •  Build with integrated channels in focus (information, processes, application, infrastructure)

    •  Defined and accepted architectural model •  Actively work with application lifecycle management/

    technical debt

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    1

    2

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    Systembolaget guiding principles, examples

  • •  On-line, real time (almost) store stock levels in all channels •  Integrated information, processes , systems and organization

    Significant improvements of the digital channels

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    Improved on-line channel

    •  Increased product and store information •  Improved ordering possibilities •  Personalization and product guidance (“Vad passar till”) •  Mobile/responsive design (in development)

    Enhanced on-line offering/services

    Integrated channels

    •  The whole assortment available on-line, inclusive Local Products •  Search & find (Smart Phone App) •  New channels- Product guidance on Twitter (through sales personnel) •  Home delivery (pilot) •  On-line ordering for pick-up at agent (under evaluation)

    Example digital development 2013-2015

  • •  Short introduction

    • Omni-channel in Retail – How to reach the seamless customer experience?

    •  Leadership – The most important skill for the future CIO?

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    Agenda

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    The Systembolaget IT Transformation 2011-2013

    CIO of the Year 2013

    IT Service Desk of the Year 2013

    •  IT without clear leadership

    •  Instable IT operations

    •  Projects without clear ownership (over budget, poor quality)

    The situation 2011 •  Clear leadership •  Common goals •  Individual targets and

    performance metrics •  Continuous

    improvements

  • Situation •  The world changes to a digital world with increased technological innovation, increased importance of IT

    in business, consumerization of IT etc.

    Challenge •  To continue to be relevant in the future, the CIO needs to evolve from a specialist that 'run' IT towards

    someone that ensures that the business achieves strategic value from the use of technology.

    Solution •  The key to address this challenge for the future CIO will be leadership. Strong leadership can be

    supported by •  Understand and describe how IT will create strategic value •  Define and implement goals, structures and measurement systems •  Implement a culture of continuous improvement •  Engage with and implement through the whole IT echo-system (business-IT-suppliers)

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    To only ’run’ IT is not enough anymore…

  • ”Be the change you want to see in the world ” (Gandhi)

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    …and the most important is YOU and how you act as a leader