Driving Footfall In-Store Through Digital Innovation In-Store Is Sti Ll the Primary Revenue Earner

From Clicks to Bricks Driving footfall in-store through digital innovation In-Store is Sti ll the Primary Revenue Earner

Consumers globally have rapidly In-Store Sales sales conversion benefi ts of adopted digital retail channels. Conversions are Higher physical stores. Online retail sales in the US are Compared to Online In the next secti on, we discuss expected to reach $370 billion in which digital services have the 2017, up from $231 billion in 2012. Another key factor that makes potenti al to drive in-store traffi c However, this does not ring a death physical stores indispensable and increase revenues. knell for brick-and-mortar retail to retailers is the higher sales stores. Despite the rapid double- conversion rates that they achieve. digit growth rate of e-business, A study indicates that during online channels are expected to 2011, US store sales conversion contribute to only around 10% of rates were 14 ti mes higher than all US retail sales by 20171 . The their e-business counterparts3. During 2011, US store physical store sti ll remains the Driving more traffi c in-store has an sales conversion rates primary point of sale for a large immediate impact on accelerati ng were 14 times higher proporti on of consumers. sales. than their e-business Digital technologies can help retailers match consumer interest counterparts. in online channels with the higher

Online channels are expected to contribute to only around 10% of Figure 1: Percentage of Consumers Preferring In-store vs. Online Experience all US retail sales by 2017. Establishing relationship 51% with merchant 12%

Getting answers 50% 13% Majority of Consumers for questions Prefer to Shop In-Store Better 40% A US survey shows that consumers customer service 16% prefer the in-store experience for a variety of reasons (see Figure 1)2. Physical stores help consumers In-store Online establish a relati onship with the merchant, get immediate answers Source: Wanderful Media Research, December 2012 to questi ons and get access to bett er service. From a retailer perspecti ve, this highlights the areas where they need to conti nue innovati ng in order to stay relevant to the digital consumer.

2 Digital Tools Drive Additi onal In-Store Revenues

Digital technologies have These devices enable employees pervaded all segments of the to check-out consumers from consumer purchase cycle. They anywhere in the store while the allow customers to make purchase app on the device also allows In a survey conducted decisions, locate retail stores or associates access into the with more than 1,000 avail discounts. We identi fi ed company’s inventory. This resulted North American a set of 13 such digital services in an increase in the average that consumers can use across selling price and the number of shoppers, 48% the purchase cycle. All of these items sold in 2011 as compared indicated that helpful services are relevant at diff erent to 2010. The use of mobile points of the purchase cycle – devices had an impact on the store associates from customer communicati on to total retail sales for Nordstorm, motivated them to aft er-sales customer relati onships which jumped by 15.3% in the fi rst spend more in-store. (see Figure 2). quarter of 2012 as compared to the same period in the previous Interesti ngly, retailers are already year4. using some of these digital services and seeing positi ve These 13 services independently Booking and Online Shopping results. For instance, in mid- have the ability to drive both List services. Both these services 2011, Seatt le-based fashion traffi c and revenues for a retailer. have high up-selling potenti al and and beauty retailer Nordstrom However, our experience in the provide strong diff erenti ati on in rolled out 6,000 mobile payment retail sector indicates highest terms of customer experience devices across 117 of its stores. interest levels for Appointment against competi tors. In additi on,

Figure 2: Digital Shopper Services and the Consumer Purchase Cycle

Customer Communication Sales promotion Sales relationship s n r o

e To ﬁnd To beneﬁt To prepare To be advised To facilitate To be ti

m information from the purchase and the supported a o t t c about a retailer discounts reassured in transaction after their s e

u easily their choices purchase p C x e

Store Locator e-/m-coupons Shopping list apps Appointment M-payment Multichannel

s loyalty booking n s o

e programmes ti c a t v i c r e e s p

x r Store Service

e Online personal e

p e happenings comparison tool shopping / Click & Reserve s p e o “coaching” h h s

l g t a n t ti g i e i e D m Retargeting Product Locator Virtual product trials

Source: Capgemini Consulti ng Analysis

3 the availability of mature of in-store sales advisors who increases the consumer’s average technologies for both these assist shoppers and recommend shopping basket size due to services facilitate technical relevant products in line with up-selling of complementary deployment and easier service their requirements. This, in turn, products. It also records consumer adopti on with several months’ can encourage customers to data prior to scheduling, which lead ti me. We believe these increase their spend. In fact, in a can be used for follow-ups in the two services should form the survey conducted with more than case of no shows or no purchase. initi al focus for any retailer 1,000 North American shoppers, Several retailers have started that is looking towards digital 48% indicated that helpful store implementi ng Appointment technologies as a means of associates moti vated them to Booking services. Home Depot driving physical in-store traffi c. spend more in-store5. is one such retailer that has already implemented an in-store Appointment Booking The Appointment Booking service appointment maker; the service Service Drives Up-sell provides a diff erenti ated off ering allows customers to schedule compared to pure online players appointments through the website The Appointment Booking service due to the presence of dedicated (see insert)6. revolves around the concept sales advisors. The service also

Appointment Booking Service: Home Depot In-Store Appointment Maker

Home Depot, in an eﬀ ort to provide a consultati ve dimension to its self-service/DIY products, has In-StoreAppointmentMaker

implemented an in-store appointment maker Schedule your initial in-store appointment with a Home Depot specialist. applicati on. The app is very detailed, allowing To schedule an appointment with a particular associate or to schedule a follow-up appointment, please contact the store directly.

customers to identi fy their niche requirements 1. Select Product & Store based on speciﬁ c types of products, via an online Product: Select a Product form. Users can also select stores anywhere Store: Select a Store between 5-100 miles from where they live. The app also provides an opti on to make that store the ‘default’ choice so that the next ti me the customer

has to access the app, it avoids duplicati on of 2. Select Date & Time eﬀ orts in ﬁ lling out all the details once again. The 3. Enter Contact Information user subsequently schedules the appointment by selecti ng a convenient date and ti me.

Source: Home Depot website

4 Online Shopping List the customer is in-store, the products according to consumers’ Service Catches the applicati on also informs about shopping requirements. Tesco is Customer Early in the useful relevant products previously one such retailer that has already not considered, thereby increasing implemented an online shopping Purchase Cycle the store’s up-sell potenti al. list service called Tesco Finder The Online Shopping List service Online shopping list services help that enables customers to create allows consumers to create lists, secure brand loyalty by narrowing and share lists online, and add plan their purchases in advance down the customer interacti on products to the list in real-ti me and get relevant informati on to one parti cular channel. It while at the store (see insert)7. on selected products, such as increases the average shopping availability and oﬀ ers. Once basket by recommending relevant

Online Shopping List: Tesco Finder

Tesco, in its eﬀ ort for providing customers with a

diﬀ erenti ated experience, has introduced several < Groceries < Tesco direct digital services. One of these services is a Digital Shopping List; this service is loaded with many Groceries Home features allowing users to easily identi fy their needs Book a slot Great o er on International tour and go about fulﬁ lling them with ease. Book detailsFavourites The Digital Shopping List service, named Tesco Shop FREE Click & Collect from over 750 scores

Finder, in additi on to ﬁ nding the nearest Tesco Basket 26.17 Technology & Gaming + store, also allows consumers to build a shopping Orders list by browsing through various product categories Favourites Orders Home Electrical + Checkout and departments, share the list with friends and Home Furniture + add products to the list while they are in the store. The service displays special oﬀ ers on products, store Basket 2 pending orders DIY & Car + ti mings, product availability in the selected store Garden + Shopping list + Add item and product details. Consumers can use the mobile Milk version of the service to locate products within the Toys + Rice akes store and add them to the list by simply scanning the barcode.

A few of the other features, such as voice-enabled product search and in-store navigati on, let consumers save ti me in ﬁ lling up the list or picking up products from the store. The in-store navigati on feature creates the shortest route within the store based on products in the consumer’s shopping list. Tesco realizes the importance of using digital technology in bringing consumers to the store. This is concurred by its CIO Mike McNamara, when he says, “I don’t think we have an online strategy, we have a retailing strategy that is increasingly digital. Online is becoming part of the core business”.

Source: Tesco website

5 Services such as Appointment the product categories sold by Booking and Online Shopping List retailers. give retailers the ability to drive Our analysis reveals that an additi onal revenues from the Online Shopping List Appointment Booking service has incremental traffi c that they can service can generate the potenti al to generate up to drive inside stores. We call such 2.2% of additi onal revenues per between $1 billion and enabler services “Click2Stores”. year (see Figure 3). If a retailer $1.5 billion additional selling consumer electronics, such The Benefi ts Case for as Best Buy, were to implement revenues for large “Click2Stores” Services an Appointment Booking service grocery retailers. it would have the potenti al Appointment Booking and Online to generate additi onal annual Shopping List services generate revenues up to $800 million based substanti al fi nancial benefi ts for on its current operati ng metrics. retailers. However, these benefi ts would also largely depend on

Figure 3: Additional Revenue Generating Potential of Appointment Booking Service

Consumer Sportswear DIY Electronics Hypotheses Average Basket Value $ 200 $ 60 $ 80

Number of stores 4379 3350 2248

Number of families of high value products 13 6 14

Number of appointments per week per store 30

Percentage of customers on appointment, buying with ﬂexible budget 50%

Part of overbooking on appointment 50%

Value of a qualiﬁed contact $ 4 $ 3 $ 3 Beneﬁts Model

Reduced loss of earning For each family of high value products, one customer due to in-store per week intended to buy the product but didn’t $ 590 M $ 65 M $ 130 M assistance because of the absence of a shop assistant.

Upselling due to an 60% of the sales on an appointment generate $ 135 M $ 30 M $ 28 M appointment 20% of upselling

Cut in acquisition The number of customers completing the online costs of qualiﬁed questionnaire is twice the number $ 55 M $ 30 M $ 21 M contacts of appointments made

$ 780 M $ 125 M $ 180 M Results 1.6% of sales 2.2% of sales 0.25% of sales

Source: Capgemini Consulti ng Analysis

6 For DIY and grocery retailers, the could generate additi onal annual frequency of purchases, as is the Appointment Booking service revenues of around 0.05%. case with grocery retailers, for could generate between 0.25% example. The success of both these services and 0.1% of additi onal annual depends on the product category To fi nd out the adopti on and revenue, respecti vely. for which they are being uti lized. maturity levels of these services Similarly, our analysis reveals that For instance, Appointment we conducted an analysis of the Online Shopping List service Booking service is most benefi cial the top 30 global retailers. The has the potenti al to generate up in the case of retailers selling objecti ve was to identi fy maturity to 0.3% of additi onal revenues products with high average levels of these services across each year (see Figure 4). For basket value, as is the case with regions and channels. instance, grocery retailers such as categories such as consumer Wal-Mart could expect potenti al electronics. On the other hand, additi onal revenues of around an Online Shopping List service $1 billion to $1.5 billion each generates maximum benefi t for year by implementi ng an Online retailers with higher number of Shopping List service. DIY retailers products per basket and higher

Figure 4: Revenue Generating Potential of Online Shopping List Service

Food Non-food superstore superstore leader Hypotheses Average basket $ 59 $ 33.4

Number of products in an average basket 4* 25*

Average number of products forgotten per transaction 1 2

Revenue per year $ 50 B $ 447 B

Number of transactions per year 850 M* 13000 M *

Percentage of customers adopting the service 1% 2.5%

Average number of transactions per year per household 50

Additional number of transactions per year per household 2 Beneﬁts

Increase of the average basket (1 to 2 additional products in the basket per transaction) $ 125 M $ 870 M

Increase of the purchase frequency (2 additional transactions per year per household) $ 430 M

$ 125 M $ 1300 M Results 0.3% of sales 0.3% of sales *Data estimated based on calculation

Source: Capgemini Consulti ng Analysis

7 Benefits Case Methodology We assessed the additi onal revenue generati ng potenti al of both the Appointment Booking and Online Shopping List services. We considered global leaders for each of the categories considered as part of our beneﬁ ts case analysis.

Appointment Booking We assessed the Appointment Booking service across three product categories: Consumer Electronics, Sportswear and Do-It- Yourself. The beneﬁ ts case was based on the following criteria:

. Average basket value . Number of stores . Number of families of high value products . Number of appointments per week per store (1 appointment every 20 minutes on Saturday for 1 FTE salesperson) . Segment of customers on appointment, purchasing with a ﬂ exible budget of 20% . Part of over-bookings on Appointments . Value of a qualiﬁ ed contact

We calculated the additi onal revenue generated per year based on the following benefi t models: . Decreased loss of earning due to availability of in-store assistance: Number of high value product families X Average shopping basket comprising these products X Number of stores X Number of weeks per year. . Up-selling due to an appointment: Number of appointments per week X Number of stores X Number of weeks per year X Average shopping basket comprising these products X Proporti on of the customers (50% purchasing with a fl exible budget of 20%). . Reduced acquisiti on cost of qualifi ed contacts: Number of appointments per week X Number of stores X Number of weeks per year X {(1/Overbooking percentage (50%)} X Value of the enriched contact.

Online Shopping List We assessed the Online Shopping List service across two categories: non-food superstore and food superstore. The beneﬁ ts case was based on the following criteria: . Average Basket . Number of products in an average basket . Number of products forgott en on an average during cashing (1 for a hypermarket and 2 for a specialized hypermarket) . Revenues per year . Number of checkouts per year . Percentage of customers adopti ng the service ( between 1% in a specialized hypermarket and 2.5% in a hypermarket) . Average number of transacti ons per year per household . Additi onal number of transacti ons per year per household due to the use of Online Shopping List service (2 additi onal transacti ons per year)

We calculated the additi onal revenue generati ng potenti al based on the following beneﬁ t models: . Increase in the Average Basket: Number of products forgott en on an average for each transacti on X (Value of an average basket/ Number of products in an average basket) X Number of transacti ons per year X Percentage of customers adopti ng the functi onality (1% to 2.5%). . Increase in Purchase Frequency: (Number of transacti ons per year/Average number of transacti ons per year per household) X Percentage of customers adopti ng the service X Additi onal number of transacti ons per year per household X Average basket.

8 Retailers Currently Lack a Cohesive Approach to “Click2Stores”

Our research found that most personalized off ers with them, retailers are already using both indicati ng a lost opportunity for Appointment Booking and Online increasing in-store sales. Shopping List services. However, 66% of retailers record we found a stark contrast in consumer requirements Retailers Sti ll Do Not the adopti on levels of both while only 25% share the services. Out of the top 30 Off er Criti cal Online retailers in the world 73% use personalized offers. Shopping List Features Online Shopping List to drive For Online Shopping List, our in-store traffi c, compared to only analysis indicated that most 20% who use the Appointment retailers are sti ll lacking a cohesive Booking service. The diff erence multi -channel strategy. Out of between adopti on levels of Very Few Retailers Off er all the retailers who are off ering these services is much more this service over both mediums, apparent when compared Appointment Booking Web and mobile, only 26% allow across geographies. Over 80% of Over Mobile the Web service to sync with the retailers in both North America Appointment Booking services are consumer’s mobile and a mere and EU provide Online Shopping sti ll largely off ered over the Web 13% allow the shopping lists to be List services to their customers, and retailers are yet to realize the shared across social media. For while only 7% of retailers in EU importance of off ering this service instance, only two retailers, Metro and 42% in North America off er over mobile as well. A good and Best Buy, allow consumers to Appointment Booking services. example of a retailer eff ecti vely share their shopping lists on social using both channels is US-based media. We believe that off ering a retailer Walgreens, which off ers seamless consumer experience for this service over the Web and the Online Shopping List service mobile along with the opti on would increase both its usage and of rescheduling appointments in-store sales potenti al. remotely. The possibility of the customer being able to access 73% of retailers use the service anyti me, anywhere Online Shopping List along with the ability to remotely while only 20% use an reschedule appointments reduces dropouts and no shows. Also, a Only 13% of retailers Appointment Booking coherent approach is criti cal in allow the shopping lists service. extracti ng the maximum potenti al from the Appointment Booking to be shared across service. As per our analysis, social media. while 66% of retailers off ering this service record consumer requirements, only 25% share

9 EU Retailers Off er We found that EU-based retailers indicator of service maturity. As Less Advanced Online are doing bett er than North many as 40% of North American Shopping List Features America in terms of providing retailers off er a wide array of ‘Basic’ features such as store innovati ve services such as in- Furthermore, on analyzing the locator and use of coupons. store navigati on and voice-enabled maturity level of features off ered Out of 12 retailers from EU, 11 search. In comparison, Tesco is the for Online Shopping List we off er a majority of the ‘Basic’ only retailer in the EU that has a found an interesti ng contrast features for Online Shopping List. portf olio of similar off erings. between North America and EU- In comparison, only 4 out of 10 In the next secti on, we look at how based retailers. The fi gure below retailers from North America off er retailers should go about designing shows the service maturity level the same features. On the other and implementi ng such services. achieved, across each category of hand, North American retailers service, for Online Shopping List off er advanced features compared in North America and Europe (see to their EU counterparts – an Figure 5).

Figure 5: Service Maturity Levels Provided by Retailers for Online Shopping List

73%

63% North America EU

24% 20% 15% 11%

Basic Services: Diﬀerentiators: Premium Services: Use of coupons, Store Locator, Synced with Mobile, Sharable on In-store aisle location/navigation, Barcode Scanning and Sharing via Social media, Inventory check and Voice-enabled search and Oﬀers email/SMS Product comparison tools based on in-store location

Source: Capgemini Consulti ng Analysis

10 Our “Click2Stores” Implementation Research for the Top 30 Global Retailers: Methodology: The objecti ve of our analysis was to ﬁ rst establish the presence of a “Click2Stores” implementati on, i.e. Appointment Booking and Online Shopping List, across the top 30 global retailers. This was followed by analyzing channel maturity, feature-richness and geographical spread of these applicati ons.

Companies Analyzed: We considered the top 30 retailers in the world, based on their 2011 annual retail revenues: Wal-Mart Stores Inc., Carrefour S.A., Tesco PLC, Metro AG, The Kroger Co., Schwarz Unternehmens Treuhand KG, Costco Wholesale Corporati on, The Home Depot, Inc., Walgreen Co., Aldi Einkauf GmbH & Co. oHG, Target Corp., Rewe Group, CVS Caremark Corp., Seven & i Holdings Co., Ltd., Groupe Auchan SA, Edeka Zentrale AG & Co. KG, Aeon Co., Ltd., Woolworths Limited, Best Buy Co., Inc., Lowe’s Companies, Inc., Wesfarmers Limited, Sears Holdings Corp., Centres Distributeurs E. Leclerc, Safeway Inc., Koninklijke Ahold N.V, Casino Guichard-Perrachon S.A., ITM D, J Sainsbury Plc, The IKEA Group and Loblaw Companies Limited.

Key Parameters: . Adopti on levels We defi ne adopti on level as the number of retailers that off er each of these services across geographies. . Channel Maturity We defi ne channel maturity as the number of channels over which a parti cular service was off ered (Web, only mobile or both). . Feature-Richness Features of both services were segmented into three disti nct areas, namely, ‘Basic’, ‘Diff erenti ator’ and ‘Premium’. For the Appointment Booking service, ‘Basic’ features included ability to record consumer details and shopping needs, off ering multi ple store selecti on and providing multi ple appointment booking slots. ‘Diff erenti ator’ features included ability to sync with the consumer’s primary device, opti on of rescheduling appointments remotely, providing promoti onal and personalized off ers. ‘Premium’ features included using GPS to provide the nearest store locati on. Similarly, for the Online Shopping List, ‘Basic’ features included use of coupons, Store Locator, Barcode Scanning and sharing via email/SMS. ‘Diff erenti ator’ features included syncing with mobile, sharing on social media, inventory check and product comparison tools. ‘Premium’ features included in-store aisle locati on/navigati on, voice-enabled search and off ers based on in-store locati on.

Research Findings: The analysis fi ndings are strictly based on the number of companies using the “Click2Stores” Services to drive in-store traffi c. . Overall Findings Most retailers are yet to tap into the full potenti al of these two services. European retailers conti nue to focus on ‘Basic’ features while North American retailers off er more advanced features. However, retailers have not off ered advanced opti ons that contribute to a direct impact on in-store sales, such as pushing personalized off ers based on consumer data or shareability on social media sites. None of the retailers in the APAC region have adopted “Click2Stores” services. . Category-wise Findings

1. Appointment Booking Service: - It sti ll remains a service which is largely off ered over the Web, with only one retailer (Walgreens) off ering it over mobile. - While 66% of the retailers record consumers’ needs, only 25% use this data to share promoti onal personalized off ers to consumers. 2. Online Shopping List: - Out of 15 retailers off ering this service on both the mediums, web and mobile, only 6 provide the ability to sync shopping list with the consumer’s mobile device. - Only 3 retailers enable shopping list shareability across social media.

. Region-wise Findings - Adopti on levels for Online Shopping List are similar across North America and EU. For instance, 83% of North American retailers have adopted an Online Shopping List service while 86% of EU-based retailers provide the same service. - Only 1 out of every 14 retailers in the EU oﬀ ers Appointment Booking service as compared to 5 out of 10 in North America.

11 Key Success Factors to Consider When Implementi ng “Click2Stores”

Our analysis of leading retailers appointment booking service that schedule and process to opti mize and their implementati on of these is largely driven by in-store sales sales advisors’ schedules two services have enabled us associates, in the case of online (management of delays, no shows to arrive at a set of key success shopping list services, customers and peak ti me). The sales advisors’ factors that should be considered want user interacti ons to be kept team has to be structured when designing “Click2Stores” to a bare minimum, once inside (generalist or product specialist) type services. the store. These subtle diff erences and trained/coached for this new should be captured in designing acti vity. Moreover, retailers need eff ecti ve “Click2Stores” services. to focus on areas which provide Create a compelling the maximum benefi ts and ensure multi -channel an even uptake of appointments experience with Synchronize slots by proacti vely off ering “Click2Stores” Services “Click2Stores” Services service during off -peak hours. with your Store A dynamic approach along with The success of both appointment proper communicati on with sales booking and online shopping list Soft ware and CRM Database advisors is criti cal to make the hinges on being able to provide transacti on and up-sell successful. a consistent service delivery In both services, geo-localizati on While retailers have adopted across multi ple channels. Many and customer profi les should both these services at varying retailers are yet to tap into criti cal determine the choice of store degrees of maturity, their eff orts features that we believe have the locati on off ered as well as come across as fragmented. In potenti al to drive more footf all product promoti ons pushed to an age where consumers expect and revenues. For instance, the consumer. Customers also a seamless, connected omni- acti vity synchronizati on is a appreciate when retailers provide channel experience, retailers criti cal feature of both services. them with real-ti me updates and need to have a comprehensive In the case of appointment informati on about inventory and and cohesive approach towards booking, customers want to sync pricing. This means syncing the implementi ng these services. appointments with their mobile applicati on data with the store’s Doing so would enable retailers to device. They also want to be able own soft ware, so that inventory tap into the full range of benefi ts to instantly confi rm reservati ons and pricing updates are accurate. off ered by digital services while on the mobile platf orm. Similarly, Retailers should focus on providing also maximizing channel potenti al. in the case of online shopping personalized promoti onal off ers list services, customers want the based on consumer data and ability to sync lists from the Web the provision to share shopping to their smartphones as well as lists across social media for pre-populate lists based on past appointment booking and online purchases. shopping list services, respecti vely.

Customize Adopt a Dynamic “Click2Stores” Services Approach while to Customer Needs Implementi ng It is important to bear in mind “Click2Stores” Services that the appointment booking Implementi ng the appointment service takes a consultati ve booking service has a strong approach to selling. As such, it is organizati onal impact on physical important to segment consumers retail stores. Before the customer’s and design the purchase journey, arrival at the point of sale, it is once in-store, according to criti cal to deﬁ ne the appointment their requirements. Unlike the

12 References

1 Forrester, “US Online Retail Forecast, 2012 To 2017”, March 2013 2 Wanderful Media Research, “Technology Blurs the Line of Online vs. In-Store Shopping”, December 2012 3 Capgemini Consulting analysis 4 Forbes, “Nordstrom Sees Sales Boost from Mobile POS Devices”, June 2012 5 Motorola, “Holiday Shopping Study”, December 2012 6 Home Depot In-Store Appointment Maker website 7 Tesco website

Authors

Eric Sindou Digital Transformation [email protected] Research Institute [email protected]

Olivier Guilhot-gaudeffroy Sarah Driay [email protected] [email protected]

Jerome Buvat, Amrita Radhakrishnan and Ashish Bisht from the Digital Transformation Research Institute worked on this paper. The authors would also like to acknowledge the contributions of Olivier Pacaud. For more information contact:

France Netherlands Sweden Laurence Jumeaux Armijn Beek Peter Lindell [email protected] [email protected] peter. [email protected]

Finland US Sami Finne Dan Albright [email protected] [email protected]

Germany UK Ralph Becker Mike Petevinos [email protected] [email protected]

About Capgemini

Capgemini Consulting is the global strategy and transformation With around 120,000 people in 40 countries, Capgemini is one consulting organization of the Capgemini Group, specializing of the world’s foremost providers of consulting, technology in advising and supporting enterprises in significant and outsourcing services. The Group reported 2011 global transformation, from innovative strategy to execution and with revenues of EUR 9.7 billion. Together with its clients, Capgemini an unstinting focus on results. With the new digital economy creates and delivers business and technology solutions that creating significant disruptions and opportunities, our global fit their needs and drive the results they want. A deeply team of over 3,600 talented individuals work with leading multicultural organization, Capgemini has developed its own companies and governments to master Digital Transformation, way of working, the Collaborative Business ExperienceTM, and drawing on our understanding of the digital economy and draws on Rightshore®, its worldwide delivery model. our leadership in business transformation and organizational change. Learn more about us at www.capgemini.com. Find out more at: http://www.capgemini-consulting.com/

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