CUSTOMER CENTRICITY

AND PROFITABILITY:
THE TRANSFORMATION OF EXPERIENCE,
ENGAGEMENT AND RETENTION
A chasm has formed between those retailers who have started
down the transformation path, and are listening to their customers
as their guides, and those who have not and are facing bankruptcies
and widespread store closures. The reality of managing a truly
customer-centric business cuts deep into the entire organization.
Retailers who are well on their way to customer-centric
transformation have common characteristics and realize that
almost everything is different in the customer-driven, data-rich,
digitally-enabled world.
CUSTOMER CENTRICITY
The focus on customer centricity is the outcome of a journey that has
been going on for years. In the past, retail decisions were aligned to stores
and products. Customers were obviously important, but stores were a
proxy – an aggregation of local customers. And store like-for-likes were a
good measure of overall performance and customer relevancy. Customer
actions were left to the CRM team, if one existed, and mostly consisted of
broadcasting promotions.

Today, digitally-enabled consumers have changed the fundamental

economics and dynamics of retail.

ALMOST EVERYTHING IS DIFFERENT IN THE

DIGITALLY-ENABLED, OMNICHANNEL WORLD:

New revenue drivers (customer acquisition and retention)

New variable marketing costs (cost-per-click, visit, transaction)

New variable per-order costs (picking, packing, packaging,

delivery, returns)

New digital levers that allow retailers to take surgical actions at customer
and product level

1A CUSTOMER CENTRICITY
“
“With rapidly evolving
consumer expectations, which
include shoppers who are
smarter, but who are also
bombarded with more offers
than ever before, the result is a
To make sense of it all, retailers now need to review their core
merchandising decisions through the lens of customer profitability. This
is already well understood in other industries with a customer contract –
including mobile phones, insurance, utilities and traditional mail order.
Retailers will need to join them by thinking in terms of customer
retail and fashion apparel
acquisition costs, lifetime value and retention economics.
market that is being forced to
transform. The leaders, are
Overlaying customer profitability across the business can be the
companies that are taking
difference in today’s retail environment, as all customers are not created
advantage of and leveraging
equal. Often the top 10% of customers generate 50% of a retailer’s profit,
technology in marketing and in
and the fight to win and keep these customers is on. The customer-centric
sales as well as consumer
competitor isn’t looking to steal your highly promotional, high return, low
insights to strengthen sales
margin clearance shoppers. They’re after your VIP customers who are
and margins.”
keeping your business afloat.
NATHALIE REMY
Partner, McKinsey +Co. Inc.
Barbara Backer
March 1, 2017 Women’s Wear Daily
PROTECTING YOUR BEST CUSTOMERS
IS IMPOSSIBLE IF YOU DON’T KNOW

1 Who they are

2 What motivates and engages them

NDS SALE!
BRATOCK SALE!
IN S E SHIP FLASH
FRE SALE!

IN STOCK! LOYALTY BRANDS

SALE! SALE! SALE! SALE!

2A CUSTOMER CENTRICITY
The detrimental effects of losing high value customers may not be detected
immediately if you’re still looking at averages to guide your business. While the
average store may have been a helpful benchmark, the heterogeneity of
customers means that the average customer is meaningless; instead, retailers
should be making sense of heterogeneity through distributions.

ONCE YOU DO UNDERSTAND

If your new customer segment is not able to finance your sales goals

If your retention programs don’t yield enough to make up the difference

YOU’LL KNOW WHETHER OR NOT

Your best customers have left the building

You’re not attracting the right new ones

There’s a way to turn them into your loyal customers of the past

“ Moncler is pursuing a consumer-centric model that places an emphasis on

retaining customers and boosting the sizes of their purchases. Stealing a
page out of fast fashion’s playbook, CEO Remo Ruffini stressed the
importance of having a “fast rotation” of merchandise in stores to spark
consumers’ curiosity. “My vision of the future is a company focused on
flexibility and speed, adjusting our steps day-by-day and with a careful
presence in the world [that best expresses our brand values],” he said.

REMO RUFFINI
CEO Moncler
Amanda Kaiser, Oct. 24, 2016, Women’s Wear Daily

3A CUSTOMER CENTRICITY
 Successful retailers will be the ones
that recognize that what got them
here won’t get them there.

With almost unlimited choice and immediate access, consumers are

empowered and redefining the shopping experience. They are seamlessly
shifting between a range of devices, and are researching, shopping and
even returning in new and complex ways. Notably, they also now leave a
“digital exhaust”—a cross-channel breadcrumb trail made up of every
impression, click, purchase, loyalty credit, basket addition and return. This
dynamic drives intense competition for every potential customer. The
critical challenge for retailers and brands is to work out how to match up
their customers with the products and brands at every touchpoint in
their journey that delight them while maximizing sales and profit.

Shifting from the personal and organizational mindset of the old retail days
to the new mindset of a customer-centric organization also requires the
proper use of technology to expedite actions and help maintain a
laser-focus on the end goal: satisfying the customer. At the end of the

“
day, being a customer-centric retailer means providing an environment
where your organization is able to connect, understand and take action
“To be successful, retailers need to
on the massive amount of data the customer provides you. Retailers who
be harnessing their data to take
can see the benefits of this new customer-driven era and swiftly join the
informed and prioritized actions,
revolution will drive change across the retail industry to not only produce
focus on profitability by customer
sales and profit growth, but also happy and loyal customers.
and SKU and incorporate
customer-centric metrics. All of this
needs to be executed by coordinated
and empowered teams that connect
across the business. There is much
to learn from Amazon, but the
emphasis should be on improving
rather than imitating.”

MICHAEL ROSS,
Co-founder and chief scientist,
DynamicAction

4A CUSTOMER CENTRICITY
5 CHARACTERISTICS
OF A CUSTOMER-CENTRIC RETAILER

1 Deeply understands profit by customer and by product or brand

2 Focuses on lifetime customer profitability

3 Measures customer outcomes, but focuses on controllable,

actionable input metrics rather than catching every data point

4 Focuses on insight that recognizes the distribution of customer

lifetime value

5 Takes more efficient, more frequent and more granular decisions

Steven Rendle, CEO of VF Corporation cited its Vans brand as the best
example of its consumer-centric model, where the company can track the
amount of time interacting with the consumer on the site, review data
analytics for shopper insights, and study and analyze information on how
shoppers interact with associates inside Vans stores. The data “helps to
inform on the products we are offering. We know the nuances they are
looking for, and are feeding that into our product offerings, as well as
elevating those parts of the brand experience to make sure it is at the
forefront of what they are consuming.”

VF CEO STEVEN RENDLE

quoted in article by Vicki M. Young, Feb. 17, 2017, Women’s Wear Daily

5A CUSTOMER CENTRICITY
4 FOUNDATIONS
OF CUSTOMER CENTRICITY
The data, metrics and insight enabling the action that A) match up customers with the products and brands
at each touchpoint in their customer journey (new customer acquisition, engagement/experience, conversion
and retention B) maximize profitability per customer within every channel and are the very foundation of
customer centricity. Without the data and insight that enables action, the retailer simply has no way to deliver:

1 The most efficient and effective acquisition programs

2 The best engagement rates and optimal customer experiences
3 The highest conversion rates
4 The most profitable retention programs
Yet, to be customer centric, every discipline and department in retail organizations must deliver all four. A
retailer does their customer a disservice if they can’t deliver profitable customer experiences - you can’t serve
your customer when you’re out of business.

PRODUCTS

ENGAGE

INSIGHT

CONVERT
ATTRACT CUSTOMER
ACTION

RETAIN

BRANDS

6A CUSTOMER CENTRICITY
 CUSTOMER-CENTRIC
STRATEGY FOR
NEW CUSTOMER ACQUISITION
Leveraging the products and brands that most efficiently attract new
customers through acquisition campaigns and marketing vehicles depends
on business-user access to the metrics and KPIs that support insight
and control of acquisition programs. But information and knowledge are
not enough. Informed action must be taken quickly for the retail
organization to reap the benefits of a customer-centric focus. When a
retailer shifts to customer-centric acquisition programs and has a system
that points to the strategies to employ and the actions to take, a retailer
sees gains in acquisition programs efficiency.

38.4
$
BILLION PER YEAR
“ “Prior to using DynamicAction, we would rely on one or two staff members to
collate data from various pools and then have to wait on analysis to identify new
customer acquisition opportunities or concerns. Using DynamicAction
ensures our whole team understands our performance and what new
customers are actually buying.”

Cost to the worldwide SENIOR DIGITAL TRADING MANAGER

retail industry of U.K.-based Luxury Brand
improper markeing.

IHL REPORT
Retailers and the
Ghost Economy
1B CUSTOMER CENTRICITY
CUSTOMER-CENTRICITY:

ESSENTIAL ACQUISITION METRICS

New Customer Trendline and Prediction
Know how many new customers to expect to gain during a
time period, know the sales and profit to expect and know
when you’re trending outside that expectation.

Order % Using Promo

Know the percentage of new customers’ orders to which a
BOGO
promotion was applied, the products and brands that lead
to profit gains and losses, and what to expect from that
group of customers in the future.

Marketing Cost/New Customer Order

Know the total spend associated with marketing activities in
relation to the total number of orders placed by new
customers and the products and promotions included in
those orders.

“I especially find value in being able to see how new “Because of DynamicAction, we are now looking at new
customers are reacting to a product. I use customer acquisition metrics from different
DynamicAction to select products specifically tailored perspectives. And the time savings have been huge.
for the specific marketing vehicle or for the specific I can quickly roll-up data from Merchandising and
marketing program.” Customer Acquisition.”

DIRECTOR OF WEB ANALYTICS MANAGER,

INTERNET MERCHANDISING, Leading Footwear and Accessories Brand
U.S.-based Women’s Fashion Retailer

2B CUSTOMER CENTRICITY
CUSTOMER-CENTRICITY:

4 ACQUISITION OPTIMIZING ACTIONS

1 Expand low-cost new customer acquisition programs – for

example, if paid search for “women’s swim” is showing low
spend and excellent product margin, consider adding budget.

2 Reconfigure or pause high cost customer acquisition

programs – for example, if a promotion is acquiring new
customers that don’t meet longer term minimum profit
requirements, make a change.

3 Expand paid search terms with insights from onsite search

terms used by new customers.

4 Increase the use of products and brands that best attract

new customers in marketing campaigns.

DynamicAction surfaced that 1,100 views of a single

product from a social media campaign resulted in only
6 conversions because of fragmented stock.

3B CUSTOMER CENTRICITY
CUSTOMER-CENTRICITY:

WHEN ANALYZING Inventory and marketing

MARKETING SPEND, IT IS campaign data must be
continuously synced across

IMPORTANT TO ASK AND search, display and retargeting

to ensure that products

QUICKLY ANSWER: advertised are also available on

the site in multiple sizes, colors
and options. DynamicAction
automatically syncs this data
and alerts you to live ad
How much money are we spending on marketing campaigns that promote
campaigns sending our new customers to products limited-stock merchandise. It
that are sold out or highly fragmented? then recommends actions you
can take to generate more
customer purchases from your
ad, while fulfilling demand.
For which products should we curtail marketing Customers get the products
spend because our customers will buy up the they want, and retailers sell
more in-stock merchandise at
inventory without the paid exposure? full price.

Which are the most profitable customer acquisition

marketing initiatives?

IDENTIFIED

$
300K IN LOST
OPPORTUNITY
24%
INCREASE IN
ONLINE PROFIT
$
425K IN POTENTIAL
REVENUE
Using DynamicAction, a A retailer achieved a 24% Using DynamicAction, a major
retailer identified $300,000 in increase in online profit in the retailer found $425,000 in
lost opportunity on traffic from first two months of using potential revenue for
paid search keywords that DynamicAction by reducing products with keywords that
were sending customers to PPC spend on underperforming had low position or low
items that were out keywords and making quality score.
of stock. merchandising improvements–
all actions taken from
opportunities surfaced in
DynamicAction.

4B CUSTOMER CENTRICITY
CUSTOMER-CENTRIC
ENGAGEMENT & EXPERIENCE

8OO
Vital to producing the greatest levels of customer
engagement and optimal customer experiences are the $ *
metrics that help retailers understand the customers’
exposure to and interaction with their products and BILLION ANNUALLY
brands, then quickly taking the right action to produce the It is worth more than $800
billion annually to global
desired outcome. When a retailer shifts to customer-centric
retailers to solve the issues
strategies and has a system that prescribes the actions to that detract from a
take, a retailer sees gains in AOV, Lifetime Value, and frictionless experience for
their customers.
Customer Satisfaction.
*Big Data In Retail Report
by Industry Research Firm Frost & Sullivan

65%
IDENTIFIED

21
REDUCTION
IN MARKDOWNS
%
IMPROVEMENT IN
INVENTORY SELL-THROUGH

A DynamicAction client achieved a Using DynamicAction, a retailer achieved a 65% improvement in

21% reduction in markdowns while inventory sell-through of products that were in stock, but not
increasing the number of orders converting due to insufficient product views on the website, no visibility
year-over-year. on the site or competitive pricing discrepancies.

“ “Customer centricity is a strategy to fundamentally align a company’s products and services with
the wants and needs of its most valuable customers. That strategy has a specific aim: more
profits for the long term. Not all customers are created equal. Not all customers deserve your
company’s best efforts. Because in the world of customer centricity, there are good customers…
and then there is everybody else. “

DR. PETER FADER

Marketing Professor at Wharton School of Business, University of Pennsylvania
Customer Centricity: Focus on the Right Customers for Strategic Advantage

1C CUSTOMER CENTRICITY
CUSTOMER-CENTRICITY:

ESSENTIAL CUSTOMER
EXPERIENCE METRICS
Website Visits and Store Traffic Trendline and Prediction
Know how many visits to expect to receive during a time period, know the sales
and profit to expect and know when you’re trending outside that expectation
so proactive measures can be taken when needed.

Product Profit/Channel
Know the profit associated with units sold broken down my physical store, web,
marketplaces and all combined to determine where action is needed to tailor
promotion and markdown strategy for maximum return.

VIP Customer Top Products

The products most frequently purchased by the most profitable customers
broken down by channel, promotion, and brands support strategies to turn 2+
purchase customers into VIPs.

Views Availability
OUT OF
STOCK The percentage of in-stock product views per product view. Views Availability
shows your customers' experience of product availability and shows you where
to focus to minimize negative customer experiences.

Full Price Product Views/Website Visit

The percentage of full-price product views per visit metric supports efforts to
maximize product profit margin and develop strategies to sell at full price.

Addictive Product Views/Website Visit

The percentage of views to addictive products per visit metric allow you
to see how well your plans to develop repeat buyers are being executed.

2C CUSTOMER CENTRICITY
CUSTOMER-CENTRICITY:

6 ACTIONS FOR OPTIMAL

CUSTOMER EXPERIENCE

1 Increase traffic from campaigns that drive

engaged customers.
• Marketing campaigns are not often measured by the
level of engagement of the customers they drive, but
doing so results in increased customer engagement.

2 Re-direct customers from viewing out-of-stock

and fragmented products.
• Decrease the friction caused by showing customers
products that are not available or do not have good
coverage in popular sizes and colors.

3 Fix low-conversion products that get a

high proportion of views.
• Look at customer reviews to detect issues like fit (add
description to size up/down) or quality issues (work with
vendor for buy back.) A positive customer
• Check for quality and accuracy of product imagery and satisfaction rating is essential
test alternative hero and supporting imagery. for not only retaining existing
• Ensure product description is accurate and compelling. customers, but also securing
new ones who study reviews
before making purchases.
Surveys show that 84% of
people trust online reviews
as much as personal
recommendations.

CHANNEL ADVISOR

3C CUSTOMER CENTRICITY
 4 Strategically control views to addictive products.
• Use product recommendation engine to expose appropriate addictive
products to 2x+ buyers.
• Promote addictive products at introductory prices via email to
customers not already addicted.
• Use addictive products in gift-with-purchase, sampling programs, or
in a bundle.

5 Control view full-price products.

• Show high margin products to customers who have shown propensity
to buy at full price.

6 Strategically increase views to highly rated, products with

a minimum count of reviews.
• A quorum of customers who leave positive reviews encourages
shoppers to engage with your brand.

A US fashion brand planned emails many weeks in advance, but had not checked for appropriate
product availability. They found that a typical email had a views availability experience of less
than 50% and better aligned products and campaigns going forward to make the most of
customers’ attention.

A large UK department store was about to take a 50% markdown on some products that weren’t
selling. It transpired that they had been miscoded and simply weren’t appearing in the site
search results.

A beauty retailer was about to discontinue a niche brand, but it was discovered that VIP customers
were addicted to it (40% bought the same product again within 8 weeks). The range was
subsequently increased.

4C CUSTOMER CENTRICITY
CUSTOMER-CENTRIC
CONVERSION TO PURCHASE
Efficiently converting shoppers into profitable buyers depends on easy and
fast access to the data and metrics that are essential for optimizing the
customers’ interaction with products and brands. When a retailer shifts to
customer-centric conversion tactics and has a system that points to the
strategies to employ and the actions to take, a retailer sees gains in
conversion efficiency while maintaining profitability.

42
INCREASE
% “We use DynamicAction to evaluate sales performance, SKU count, the number
of products in range, SKU profitability and more. We look at all profit
contributors such as margin, shipping, marketing cost, etc. We can see where
to grow range or cut range, and can now look much more at conversion as it can
A DynamicAction client
easily be reviewed for each product."
achieved a 42% increase
year-over-year in conversion
rate while maintaining BUYER,
profitability. World-wide sportswear brand

“
“Retail leaders fret about marking down surplus inventory and about the
industry’s estimated 8% to 10% out-of-stock incidence. But to understand the
scale of lost opportunities, they need external benchmarks…Retailers run
hundreds of algorithms against their data on DynamicAction’s platform to tune
assortment and allocation for superior customer service.”
46%
INCREASE IN AVERAGE
PRODUCT CONVERSION
A retailer achieved a 46%
increase in average Product
Conversion after
BY GEORGE LAWRIE re-merchandising a product
Vice President, Forrester according to DynamicAction’s
“Retail Moves From Seasonal To Continuous Planning” recommendation.

1D CUSTOMER CENTRICITY
CUSTOMER-CENTRICITY:

METRICS NEEDED FOR OPTIMAL

CONTROL OF CONVERSION
Sales Trendline and Prediction
Know the sales and the resulting profit and exactly where it
came from. Know when you’re trending outside that
expectation so proactive measures can be taken
when needed.

Marketing Cost/Order
Total spend associated with marketing activities and its
relationship to the total number of orders placed. See how
efficiently your marketing investment is returning actual
placed orders.

Order Conversion
The average number of orders per visit. This metric is often
referred to as 'Conversion Rate.' Know the marketing
channel, selling location, exposure, and stock issues that
are driving increased conversion rates as well as what’s
driving downturns.

“In DynamicAction, I can see views and conversion by product…I can drill
into more detail. Season is important- for example “linen” as a product
attribute to see seasonal trends.”

SR. MERCHANDISER,
U.K. -based leading retailer

2D CUSTOMER CENTRICITY
CUSTOMER-CENTRICITY:

THE TOP 8 PROFIT-PRODUCING

CONVERSION ACTIONS
BY LEADING RETAILERS

1 Identify and resolve issues with checkout.

2 Ensure marketing channels drive to products with sufficient

stock, high conversion and a high product profit-per-view.

3 Find products with poor reviews and high inventory and

correct problem areas such as size/fit details, product
descriptions and imagery, shipping problems, etc.

4 Increase exposure for high converting products with low

source rates in on-site search and product
recommendation engines.

5 Export high inventory, high review ratings and a high

product profit-per-view to systems managing search
ranking, product recommendations and
affiliate marketing.

6 Reorder product/SKUs for highly viewed and recently

sold items that are highly fragmented.
$
1.3
MILLION
IN FOUND REVENUE

7 Increase or reduce price to stay competitive. Using DynamicAction, a

retailer found $1.3M in
revenue for failed orders,
due to a flaw in the
checkout process.

3D CUSTOMER CENTRICITY
CUSTOMER-CENTRIC RETENTION
Retailers need metrics that support fostering optimal repeat purchase
patterns leading to intelligent difference-making action. When a retailer
shifts to customer-centric retention tactics and has a system that points to
the strategies to employ and the actions to take, a retailer sees gains in
retention and increase in customer lifetime value.

Rather than investing in initiatives aimed

5X MORE
It costs 5x more to attract a new
at directly increasing the wallet share of loyal
customers, companies can benefit from placing greater
investment emphasis on leveraging the goodwill and
word-of-mouth generated by the loyal base as a source
customer than it does to retain of “warm” acquisitions. That means recalibrating
an existing customer.
investments to focus on retaining customers with highly
CMO.COM satisfying experiences and leveraging their connections
to acquire new customers. That’s where the hidden
pools of loyalty returns lie.

ACCENTURE,
See Beyond the Customer Loyalty Illusion
“Amazon takes a holistic view of their data,
noting each customer’s buying habits,
purchase history, frequency and quantity of
spend and many more variables. By doing so, “We have passionate customers who use
it can identify, acquire and retain profitable our site to research prior to purchasing in-store, to
customers while minimizing the impact of curate and share product collections, as well as for
detrimental ones. Each customer is ultimately purchasing. DynamicAction enables us to
considered on a whole-life basis, from the most clearly view our website, social media and offline
development of initial loyalties to the channels as a holistic customer experience, and
emerging needs that come with new life understand how to inspire our customers’ passions,
stage—such as a home purchase, aid their purchase processes and create seamless
parenthood or retirement.” brand interactions.”

MICHAEL ROSS, VICE PRESIDENT,

co-founder and chief scientist, eCommerce, Leading U.S. Lifestyle Brand
DynamicAction
1E CUSTOMER CENTRICITY
CUSTOMER-CENTRICTY
METRICS NEEDED FOR
OPTIMAL CONTROL OF RETENTION
Existing Customer Order %
The percentage of orders completed during the analysis
period by Existing Customers.

Returned Order Value %

The value of orders previously shipped, but returned
by customers.

Initial Purchase to Repeat Rate

The percentage of first-time buyers that returned to buy
again on a later date.

Most Valuable Customer

Lifetime Profit, Order Count and Return Rate per Customer
are vital to identifying your most valuable customers.

A luxury retailer determined that a dress priced at more than $2,000 was wildly popular and close to
selling out. Naturally, they began to order more stock. When they implemented DynamicAction and
synced their inventory, returns, and customer review data, they quickly realized that the sales spike
was followed by an almost 70% return rate. The customer review data identified the problem. The
iridescent fabric appeared a silken blue in the product image. Yet, in person, it was an almost neon
green color. By looking at all their data cohesively, the luxury retailer was not only able to determine
that a problem existed, but was able to put a hold on additional orders; communicate with their
dissatisfied retail customers; and reshoot the dress images to give women a more accurate view of
the product they would receive.

2E CUSTOMER CENTRICITY
CUSTOMER-CENTRICITY:

THE 5 TOP ACTIONS TAKEN

TO OPTIMIZE RETENTION
1 Mitigate sales to high return rate products.
“With DynamicAction’s
solution, DXL gains the

2
ability to unify our organization by
Manage sales to low-rated products.
analyzing all data points across
channels to deliver a personalized
brand experience. By understanding

3 Replicate strategies that resulted in sales

to previously lapsed customers.
and leveraging our customer’s
connected behavior, DXL will be able
to continue building customer loyalty
by ensuring every touchpoint

4
delivers an enhanced experience for
Leverage products and brands that convert
our customer.”
1x buyers into repeat buyers.
SAHAL LAHER,
Chief Digital Officer and CIO,

5
Destination XL Group, Inc.
Replicate strategies that
influenced cross channel sales.

FOUND

$
75,000
OF “HELD ORDERS”
Using DynamicAction, a retailer found $75,000
worth of orders for VIP customers (frequent
purchasers) sitting in “held order” status and
were going to miss the delivery promise.

3E CUSTOMER CENTRICITY
The great news is, while DynamicAction provides the metrics and insights
allows retailers to shift to a customer centric mindset and operation, and take
control of acquisition, engagement, conversion and it also enables retailers
to automate many of the redundant actions that must be taken daily.

6 CUSTOMER-CENTRIC ACTIVITIES
THAT SHOULD BE AUTOMATED
1 Include the product and promotion combinations that best attract the right new
customers in marketing campaigns.

2 Promote first-purchase brands that lead to High Value/High Lifetime

Profit customers.

3 Reduce product recommendation and/or personalization exposure for products

with low profit-per-view, high return rates, low SKU Availability, or low stock
cover. Generate higher profit from digital real estate.

4 Restrict promotions to unprofitable customers (those who have high return

rates and/or negative net profit).

5 Pause digital campaigns that promote products that are out of stock, highly
fragmented, poorly reviewed, frequently returned or likely to sell through
without additional exposure.

6 Adjust site search and sort order for high converting, high profit-per-view
products that aren’t getting enough exposure to provide additional views.

1F CUSTOMER CENTRICITY
4 WAYS DYNAMICACTION HELPS YOU
ACHIEVE CUSTOMER CENTRICITY, PROFITABLY
To utilize information and prescribed actions for maximum effectiveness,
a retailer needs a system that delivers them directly to the employees and
platforms responsible for the customer experience, and this is exactly
what DynamicAction does.

1 Self Service Analytics

Discover the answers to your
specific questions.
- During this promotion, which channel/brand
combination was most efficient in winning
new customers?
- Which products are best in developing 11+
repeat buyers?
- How many VIP customers should we expect
to purchase in the Men’s Shirts category
within 12 weeks?

2 Dashboards and Reports

Pre-defined and customized
dashboards that help you manage your
retail business are at your fingertips
and in your email inbox.
- Have the information you need to commu-
nicate results and next steps for your
initiatives waiting for you instead of you
waiting for it.

2F CUSTOMER CENTRICITY
4 WAYS DYNAMICACTION HELPS YOU
ACHIEVE CUSTOMER CENTRICITY PROFITABLY

3 Alerts
Know faster, act faster when there’s a
problem or an opportunity.
- Example1 INVENTORY PROBLEM!
Send me an email that lists products with a
SKU Availability that is <30 for Men’s Shirts
- Example 2 EXPOSURE OPPORTUNITY!
Send me an email when Product Profit/View
>$1.50, Weeks of Cover >3, SKU
availability7 >50% and Return Rate is <20%

4 Automated Action
Programmatically optimize
partner-integrated solutions. Paid
search, promotions, digital content,
display, email, affiliate programs,
pricing, inventory and many other
retailing platforms will simply perform
better, faster and without additional
effort from your teams.
- When a product is low in stock,
automatically suppress it from PPC, PLA, display, etc.
- Automatically test new products in marketing campaigns for acquisition and retention.
- Expose established customers to addictive, highly-rated products via product
recommendation engines, email and social campaigns.

"DynamicAction eliminated the need for a lot of the steps that we were taking and made sure we are actually
thinking about the most important data, driving the most important insights, and then prioritizing the most
powerful profit actions as a result of it. It makes it almost idiot proof for us to be successful with data."

KEN SEIFF,
Former EVP, Direct and Omnichannel
Brooks Brothers

3F CUSTOMER CENTRICITY
Consumers’ demands for a channel-agnostic shopping
journey is growing as the days pass. Today’s consumers
expect it to be easy to browse, search, shop, research,
try products without risk, and choose from several
different ways to get their products in-hand quickly.
Certainly, Amazon led consumers down this path of
expectations, but Walmart, Target and countless other
forward-thinking retailers have also made strides over
the past year to offer customer-centric initiatives and
remove friction at each stage of their customers’
interaction. To be successful, they must know who
their customers are and have fast access to insights
on every single action they take.

“Companies can benefit from prescriptive analytics firms like DynamicAction, which runs a set
of proprietary algorithms to find mistakes among retailers’ myriad and disparate data sets (e.g.,
site analytics, merchandising systems, content management systems) to provide
recommendations on what the retailer specifically must address.”

FORRESTER RESERCH
2018 RETAIL GUIDANCE:
Prescriptive Analytics Will Overtake Predictive Analytics

4F CUSTOMER CENTRICITY
About DynamicAction
DynamicAction is a retail analytics guidance system that leverages
cloud software and a proven success program to catalyze the new
customer-first operating mindset in retail. DynamicAction
empowers retailers with a clear path to navigate their
transformational journeys with AI-powered metrics. It enables
faster, better decisions to deliver profit, analytics and
visualizations for immediate insights, prioritized opportunities and
prescribed actions to take online and in-store.

Forward thinking retailers across the globe rely on

DynamicAction’s advanced analytics and retail-built practices to
holistically run more efficient organizations and formulate laser
target strategies to uncover their most profitable customers.
Forrester Research recommended DynamicAction as the key
prescriptive analytics technology to replace predictive analytics in
retail, and the National Retail Federation awarded DynamicAction
for its ability to "significantly improve or radically alter how retailing
is done."

Headquartered in Silicon Valley, DynamicAction has offices in

London, Sofia and Dallas.

Connect with us at
www.DynamicAction.com

Twitter
@DynamicAction

LinkedIn
DynamicAction