BUSINESS EXPERTISE
Digital & Technology
How we support our clients
To unleash its full potential, digital transformation must be considered from the top down, in order to anticipate the intimate changes in society, the new uses that underpin the commitment of customers and also employees. From further away, also because it is necessary to anticipate the construction of a new operating model and define the right trajectory, even though all direct or indirect competitors are on the move. And finally, deeper, because it is necessary to attack the fortresses, the conservatisms of all kinds within the company and to rework the genetic code of each function.
In this sense, Kea, with its Digital Tech division and Kea-Euclyd, advises management to accelerate the transformation of their companies in the digital era by combining 3 areas of expertise: business, people, technologies (with people at the center). Digital for people!
Together, we cover all areas of digital strategy: from new business models to the digitalization of processes and customer relationships, including the IT of the future...
Strictly independent of solution providers, Kea-Euclyd is the pioneering e-commerce consultancy in France (creation of Fnac.com and 01Net), expert in strategy and digital acceleration. Its "digital natives" consultants all have combined business and technology experience at strategic and operational levels.
By questioning the very nature of companies, digital transformation is transforming everything in its path, to the point of causing a mutation in their DNA: the two strands of strategy and culture are now joined by the strand of technology. But it does not replace human beings, digital transformation even relies on them, while shaking up their role, their added value, by opening up new fields of reflection on structures, organizations and technical architectures.
The convergence of business-to-business and business-to-customer journeys, the pressure of megaplayers, the impetus to set new standards with continuously tested innovations, real-time pricing, personalization of offers and differentiated services, optimization of the supply chain... The changes in customer journeys brought about by digital are numerous and are reshaping the experience. With them, several growth levers seem to be activated, depending on the digital maturity of the companies: launch of an e-commerce channel, optimization of paths & loyalty strategy, use of data for increased, proactive and personalized relational marketing, etc. The source of each of these opportunities is a starting point that is sometimes overlooked: a detailed understanding of the target customers, their expectations and behaviors in order to define the right customer use cases.
The pursuit of a revolutionary digital customer experience in a state of constant evolution
Our know how
CUSTOMER RELATIONSHIP DIGITALIZATION
Adapting to new uses and customer behaviors by reinventing the customer relationship
After the initial shock wave of digitalization, the results for companies are mixed. Although they have all embarked on a digital journey (appointment of a Chief Digital Officer, digitization of processes, digital marketing, e-commerce strategy, etc.), the results remain uneven, to say the least. The socio-digital transformation is still in its infancy and needs to be considered from a higher, wider and deeper perspective.
Customer relationship digitalization projects
Our support for our clients is at 3 levels:
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Identify and prioritize the digital growth levers to be exploited: e-commerce, out-of-home, product diversification, digital communication, CRM, etc.
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Development of e-commerce growth and omnichannel performance: optimization of the customer journey, analysis of the e-commerce platform and architecture, recommendations for the marketing and sales teams, etc.
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Developing a relationship strategy: strengthening the brand's digital reputation, improving customer satisfaction, loyalty and sales, improving the use of customer data, etc.
Digitizing a fashion brand store
Kea helped this client accelerate its all-channel journey by developing a digital store operating model that leveraged RFID. Our intervention made it possible to prepare the deployment by anticipating the operational impact, the implementation requirements and the economic implications.
Omnichannel & Digital Vision for a Retailer
Kéa carried out a digital maturity diagnosis before carrying out a study of digital opportunities: launch of a click-&-collect activity and e-commerce extensions, digital growth drivers (subscriptions, services), relational policy principles and means to be implemented (operating model & technical base).
The customer relationship is often the focus of attention when it comes to digitizing the enterprise. However, just like the customer experience, digital transformation also affects business processes and the operating model of companies. To serve the customer, there are significant areas for optimization on the operating model side: fluidity and productivity of operational tasks, automation and dematerialization of processes, reduced processing times, collection and consolidation of data for business intelligence. Beyond optimization, it is the "augmented" business functions that make the difference (supply, marketing, category management, pricing, operations, etc.) with the automation of real-time price or assortment adjustments or even assortment or supply forecasting.
Speed up customer service processes
DIGITALIZATION OF THE OPERATIONAL MODEL
Leverage digital's full potential for operational efficiency
Our operational model digitization projects
We help our clients digitize their operating model, create a digital organization, or transition to Industry 4.0.
Digitizing a distributor's operating model
Our client wanted to revise its operating model to support its new digital activities (e-commerce, digital marketing) within its various subsidiaries. Kéa assisted in the definition of guiding principles, the construction of automated, tool-based, transversal processes, fed by data, aligned with customer journeys, and the data-based governance model.
Digitizing a last-mile expert's logistics plan
Putting logistics at the service of the end customer and his consumption patterns, using new resources (local storage, overnight delivery, pedestrians and cyclists), using "order-to-delivery paths" (centralized storage, burst buffers) driven by AI and logistics applications.
In an increasingly complex environment, the IT sector must be able to adapt continuously. Today and in the future, this sector must meet the challenges posed by digital technology (availability, fluidity, scalability), which are often not in line with the standards of traditional systems. In addition, data is becoming not only a sensitive but also a highly strategic asset that must be further consolidated, exposed, secured and even monetized through new, unique repositories that are easily accessible and fed by the entire enterprise. Whatever the sector, the opening up of systems to an ever-increasing number and variety of services, the vast majority of which are managed externally thanks to the development of APIs, also requires constant attention to security and compliance.
CIOs at the center of business digitalization challenges
THE FUTURE OF IT
Turn the IT function into a strategic asset
Our IT projects
We support CIOs in these transformations of the IT sector in IT strategy and master plan projects, digital architecture, IT organization and efficiency by working on key questions such as "What organizational model for IT? What legacy versus pure-play approach to take? Which technology investment decisions should be prioritized? For which master plans?What make versus buy versus rent strategy? What economic model for IT? How to attract and retain differentiating skills?"
Trading company's IT transformation
Kéa has supported the IS evolution of the group in order to develop its digital activities (e-commerce & CRM): definition of the guidelines of the target technical & data architecture based on the business ambitions, the digital strategy and the business & technological projections to anticipate disruptions, before building the modernization roadmap and a technical skills reinforcement plan.
Automotive manufacturer's IT and data architecture review
In order to develop a new business model in the automotive aftermarket, our client needed to revise its IT and data architecture to handle large volumes. Kéa helped to identify high value use cases, develop a POC, define the target data architecture & governance principles, and prepare for industrialization.
The potential offered by the exploitation of data and digital technologies (AI, machine learning, softwareization, etc.) is endless. The development of new business models that exploit this potential is an increasingly important concern for the companies we support, regardless of their size and sector of activity. Our links with many players in the digital and technological ecosystem (academia, startups and incubators, design teams, IT architects), as well as our privileged links with private equity players, allow us to have a 360° vision of the issues and to build multidisciplinary teams with high added value.
Advanced use of data and technology to enable new and disruptive business models
NEW BUSINESS MODEL FACTORY
Leverage digital to create new areas of competitive advantage
Our New Business Model Design Projects
In both the POC and scale-up phases, we support multidisciplinary teams in the design of these new business models with a pragmatic approach to achieve concrete and measurable results.
Designed and implemented a new D2C eCommerce and services business model for an FMCG player.
Kéa helped a food company design, model and implement (including partner screening and tender management) a new profitable direct distribution model, including a last-mile and mark-tech partner ecosystem.
Developing an ntermediation model in the building industry
In order to assess the investment opportunity in a B2B intermediation platform in the construction sector, Kéa facilitated an ecosystem of stakeholders in ThinkTank mode, which led to the implementation of a rapidly accelerating marketplace model.
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We help our clients to refine this knowledge of their customers and to define their own path towards the digitalization of the customer relationship, whether it is to launch a strategy to use customer data for proactive relational marketing, to increase control over new digital touch points (social networks, bots, AI, etc.), to optimize and complement the offer with data, to think about the "transversal processes" of customer relations, sales, supply chain, etc., to transversalize or even to measure this experience in a predictive way and not only a posteriori.
We offer our clients a symmetrical digitalization of the customer experience to improve operational efficiency while supporting cultural change. Efficient digital organizations are those built on key cultural pillars centered on usage and the customer, of course, but also on innovation, cross-functional collaboration open to the ecosystem, an obsession with problem solving, a data-driven mindset, the right to make mistakes, agility and speed of execution and scaling.
Finally, the pace of development of these issues, the skills required, and the cross-functional nature of these issues require new project modes that are more agile and more connected to IT's internal customers. A new internal/external balance must be established. New partners must be found to satisfy the scalability/skills/cost/security equation. These are all challenges faced by the CIOs we serve.