CX Strategy according to Multichoice, Hollard, African Bank, FNB, ABSA, Comair, Uber and many more

Corinium Global Intelligence announced that it will be hosting an all-encompassing event, Customer 360 Africa 2019, that will cover all aspects of the entire customer experience journey. It has recruited a wide range of industry leaders set to share their experience and knowledge with attending delegates.

The event will bring together 45+ passionate customer centric professionals over three days of interactive knowledge sharing. Attending delegates will be privy to over 30 case studies, 6 panel discussions and 3 Keynote speakers. These sessions will cover topics such as; how does one prepare for the customer centric revolution, what does the role of CCO look like in SA, GDPR & POPIA’s impact on delivering exceptional customer experience, how does one define the value of insights, unlocking the power of CX through employee engagement, the importance of Voice of the Employee, how data and AI are used to optimise customer experience, UX and the online frictionless experience and much more.

Companies already participating include; MultiChoice, Hollard Insurance, African Bank, FNB Wealth & Investments, ABSA, Comair, Uber, Old Mutual, Alexander Forbes, Pepsi Co., Wesbank, King Price Insurance, Kenya Airways, AIG SA, Sasol, Ubank, Nedbank, University of the Witwatersrand, Joshua Knight, Edcon, Discovery Health, Telesure, Direct Axis, SA Taxi, Orin Hanrahan, Airports Company of South Africa, Momentum Digital, Netflorist, Anheuser-Busch Inbev, Hippo.co.za.

The event also features a separately bookable

Dinner Workshop that will cover AI, IoT, Analytics, Blockchain and Cloud and the role they play in creating a human-centred customer experience. There will also be a pre event masterclass day with two separately bookable workshops on Customer Journey Mapping and Design Thinking.

About Customer 360 Africa 2019

This event is for everyone who is involved in the customer journey. This event will investigate ways in which organisations are currently succeeding within their entire customer experience through the presentation of actual case studies. This will provide you with a 360 degree view of your client and assist you with everything from deciding what to implement, implementation all the way through measurement. It will assist you to future proof your business in today’s competitive CX battleground… For more information, please visit http://www.customer360africa.com

About Corinium Global Intelligence

Corinium is the world’s largest community designed to inspire and support the emerging C-Suite executives focused on Data, Analytics, Customer and Digital Innovation. We’re excited by the incredible pace of innovation and disruption in today’s digital landscape. That’s why we produce conferences, private events and timely content that connect you to what’s next and help you to lead your company into this new paradigm. For more information, please visit: https://www.coriniumintelligence.com/

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Starbucks sales growth to be steady despite UberEats deal, plans for China expansion

(Reuters) – Starbucks Corp (SBUX.O) said on Thursday it was partnering with UberEats for delivery from about 3,500 U.S. stores and would nearly double its outlets in China over the next four years, but forecast that same-store sales would remain steady, sending shares down 3 percent.

The company said it expects its global same-store sales growth between 3 percent and 4 percent annually in the long term, roughly in line with a forecast that estimates sales growth to be at the lower end of 3 percent to 5 percent this year.

Starbucks has been struggling to lure diners to its restaurants as it faces severe competition from smaller coffee chains that offer exotic coffees as well as fresh food.

In its attempt to withstand competition, the Seattle-based chain that owns about 14,000 restaurants in the U.S. has been revamping its owned and licensed businesses, improving delivery, closing Teavana stores, laying off workers and adding new food as well as drinks to its menu.

The latest delivery initiative, which will commence from the beginning of 2019, builds on a pilot program launched in Miami in September, the company said.

The company said last month it was partnering with UberEats to deliver coffee and food in Tokyo, as part of its plan to boost sales in Japan, one of its major Asia-Pacific markets.

Starbucks also said on Thursday it would raise its store footprint in China, its fastest growing market, to 6,000 stores across 230 cities over the next four years, up from 3,600 stores in 150 cities.

Starbucks has partnered with Alibaba Group Holding Ltd (BABA.N) earlier this year for delivering food and coffee in China, as it looks to compete with local coffee chains.

The world’s biggest coffee chain’s shares were down 3 percent at $64.84 in after-hours trading.

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Ford goes local in India, aims for bigger slice of competitive market

NEW DELHI (Reuters) – Ford Motor Co made a profit in India for the first time in a decade in the last fiscal year, signaling that a strategy conceived two years ago by the U.S. car manufacturer for one of the world’s most competitive car markets is starting to show some success.

Under an initiative called the Emerging Market Operating Model (EMOM), Ford cut manufacturing costs by 40 percent and is developing more vehicles locally as it moves away from its “One Ford” plan, which restricted its ability to be cost-competitive and agile in a fast-growing market, Ford executives and industry sources told Reuters.

“EMOM is the North Star for the turnaround at Ford in India,” Anurag Mehrotra, managing director of Ford’s India unit, said in an interview.

It’s early days yet, and Ford still accounts for less than 3 percent of total passenger vehicle sales in India, where analysts say it’s tough for auto manufacturers to make money.

“They are still a long way away till they can call India a successful market,” said Kaushik Madhavan, vice president, mobility at consultant Frost & Sullivan.

A key factor for Ford India will be how it leverages its partnership with local automaker Mahindra & Mahindra, he said.

As part of EMOM, Ford is deepening ties with Mahindra to build passenger vehicles in India, which could also involve sales in other emerging markets.

Over the past two decades, Ford has invested $2 billion in India, which has become a major growth area for car manufacturers. Car sales rose 8 percent to 3.3 million last year and India is set to become the world’s third-largest market by 2020 with sales of over 5 million cars, according to consultant IHS Markit.

But global car companies have mostly struggled to woo India’s cost-conscious buyers and are now under pressure from investors to focus on profitable markets and technologies like electric and autonomous vehicles.

The success of India’s top carmaker Maruti Suzuki, a unit of Suzuki Motor Corp which sells one in every two cars in the country, has been built on having a wide range of products, low prices, a vast dealership network and an autonomous local team that can quickly react to market changes.

Its nearest competitor is Hyundai Motor Co with a 17 percent market share, which has had better success than some of its American and European rivals like General Motors, Fiat Chrysler and Volkswagen AG.

Ford is at a considerable distance from the leaders in the market, but sold more than 90,000 vehicles in the last fiscal year and exported twice the number. Two years ago, Ford’s annual sales in India were less than 80,000 and it exported about 110,000 vehicles, industry data showed.

MORE AUTONOMY

Western carmakers have not come close to Japan’s Suzuki and South Korea’s Hyundai because they have failed to tweak their global products and strategy to suit a frugal market like India, and their local teams often lack autonomy, industry sources say.

Ford’s new strategy gives greater autonomy to the local management team, and will contribute to a global restructuring plan to save $11 billion over the next few years by cutting costs, forming partnerships and investing in new technologies.

The strategy already seems to be giving Ford a cautious beginning to better sales in India.

Ford India made a profit of 5.26 billion rupees ($72 million) in the fiscal year that ended on March 31 compared with a loss of 5.21 billion rupees a year ago, according to a regulatory filing.

In contrast, General Motors decided to cut its losses and stopped selling cars in India last year while Volkswagen took a backseat, handing over strategy for the country to its sister-company Skoda.

Ford’s top Asia and India executives came up with EMOM during a week-long strategy meeting in Shanghai in late 2016 and picked India as a testbed. The strategy has not formally been taken to other markets yet.

“We realized we need to have a sustainable and profitable business in India,” said Mehrotra, adding that Ford looked at its brand, products, cost and scale to improve efficiency.

For instance, in its Figo hatchback that sells for as little as 600,000 rupees ($8,200), Ford used imported floormats that cost more than locally sourced ones. During a review under EMOM it learned that buyers don’t really want imported mats, he said.

It reduced logistics costs by 20 percent by switching to rail freight instead of roads, and increased the use of locally sourced components in its cars to more than 85 percent from about 60-70 percent.

CUTTING COSTS

Ford officials also said the company has developed a low-cost dealership format which is smaller in size and has fewer cars on display. It costs half of the 50-60 million rupees Ford usually spends on things like showroom inventory, spare parts and the sales force when setting up a dealership.

In the last 18 months it has opened more than 100 such dealerships, especially in smaller towns and cities to further its reach, Mehrotra said.

It would earlier cost Ford about three times the amount a domestic carmaker would spend on a product upgrade because Ford India needs to pay a fee, or royalty, to the parent, said a source aware of the changes.

Under EMOM, Ford India will develop more products in-house, making it more responsive to market changes and reducing the royalty fee, which will boost profits, the source said.

“One Ford doesn’t work anymore,” said the source, alluding to a global product strategy devised by former CEO Alan Mulally. “It will be there in spirit, but it will not be implemented the same way as it was two years ago.”

Ford last year formed an alliance with SUV and truck-maker Mahindra to co-develop vehicles, including electric cars, share powertrains and work on new technologies.

The carmaker made a similar strategy shift in China, giving up on its “One Ford” model and working with local, low-cost carmakers to come up with more competitive mainstream cars and boost sales.

Ford and Mahindra are co-developing two platforms and the first car on it is likely be launched in 2020, two sources said, adding that Ford is using Mahindra as a benchmark to bring down supplier costs in the region.

Mahindra is also the only commercial electric vehicle manufacturer in India, and Ford would benefit from getting access to its low-cost technology to build electric cars. Mahindra is already working on an electric prototype of Ford’s compact sedan Aspire, the sources said.

“We’re certainly concentrating on India right now, but there’s all kinds of opportunity beyond India together should we both want to explore that,” Joe Hinrichs, Ford’s president of global operations, told Reuters in an interview in September.

($1 = 73.1100 Indian rupees)

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