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After the first shockwave of digitalization, companies were faced with mixed results. Even though companies all started the movement towards digitalization (hiring a Chief Digital officer, digitalizing processes, marketing and e-commerce strategy…), the results remain disparate, to say the least. The socio-digital transformation is only on its beginning and must be considered from a higher level, from a greater distance and in greater depth.
To get the most out of it, digital transformation must be considered from a higher level to identify intimate changes in society, the new uses that underpin the engagement of customers and employees. It must also be seen from a broader perspective, as it is necessary to anticipate the construction of a new operational model and to define the right trajectory, for all direct or indirect competitors are on the move. And finally, we must look deeper, attacking the strongholds and conservatism of all kinds within the company, rewriting the genetic code of each function. This is why Kea, with its digital tech division and KeaEuclyd, advises companies’ general management to accelerate the transformation of their business in the digital era by combining 3 areas of expertise: business, human, technologies (the human dimension being at the center). Digital for Humans!
Together, we cover all the fields of digital strategy: from new business models to the digitalization of processes and customer relations, including the IT of the future…
Rigorously independent from solution providers, KeaEuclyd is the pioneering e-commerce consulting firm in France (having created Fnac.com and 01Net), an expert in digital strategy and acceleration. Its Digital Native consultants combine business and technology experience, at both strategic and operational levels.
By questioning the very essence of companies, digital transforms everything in its path, going so far as to cause a mutation of their DNA: the two strands of strategy and culture now have an additional strand, which is that of technology. But technology does not replace people – digital transformation actually relies on them, while shaking up their role, their added value, and opening up new fields of reflection on structures, organizations, and technical architectures.
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Convergence of B2B and B2C customer journeys, pressure from mega-players, boosting new standards with continuously tested innovations, real-time pricing, offer personalization and differentiated services, supply chain optimization… digital technology is transforming customer journeys in many ways and reshaping the experience.
These changes bring multiple growth levers to be activated according to companies’ digital maturity: launch of an e-commerce channel, optimization of the customer journey and loyalty strategy, use of data for enhanced, proactive and personalized relationship marketing… Each of these opportunities is the source of a unique starting point that is sometimes overlooked: a detailed understanding of customer targets, their expectations and behaviors, in order to establish the right customer use cases.
We help our clients refine this customer knowledge and build their own path towards the digitalization of customer relations: whether this means launching a strategy for exploiting customer data for proactive relationship marketing, stepping up on the mastery of new digital contact points (social networks, bots, AI…), optimizing and completing the offer through data, thinking about “transversal processes” of customer relationship, sales, supply chain…, cross-functionalizing or even measuring this experience in a predictive way and not only after the fact.
We support our clients at 3 levels:
Identification and prioritization of digital growth levers in order to take advantage of them: e-commerce, out-of-home, offer diversification, digital communication, CRM…
Development of e-commerce growth and omnichannel performance: customer journey optimization, e-commerce platform and architecture analysis, recommendations to marketing and sales teams…
Development of a relational strategy: reinforcement of the digital notoriety of the brand, improvement of satisfaction, customer loyalty and sales, improvement of the exploitation of the customer data…
Kea supported the omnichannel acceleration of this client through the design of the operational model of a digital store capitalizing on RFID deployment. Our intervention allowed the preparation of the deployment by anticipating operational impacts, implementation requirements and economic implications
KeaEuclyd conducted a digital maturity diagnosis before carrying out a digital opportunity study: launch of a click-&-collect activity and e-commerce extensions, digital growth KPI’s (subscription, services), relational policy principles, and means for implementing (operating model & technical base)
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Customer relations are often the center of attention when it comes to digitalizing companies. However, as a mirror image of customer experience, digital transformation also affects business processes and companies’ operational model. To serve the customer, significant optimization opportunities can be found in the operating model:
fluidity and productivity of operational tasks, automation and dematerialization of processes, reduced processing times, and 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 price or assortment adjustments in real time or assortment or supply prediction.
We help our clients digitalize in a symmetrical way to customer experience, to gain operational efficiency, while supporting cultural change. Efficient digital organizations are those that are based on key cultural pillars around usage and the customer, of course, but also on innovation, cross-functional collaboration, and an open ecosystem, obsession with problem solving, data-driven spirit, the right to make mistakes, agility and speed of execution, and scaling.
We support our clients in the digitization of their operating model, in their digital organization or in their transition to industry 4.0.
To support its new digital activities (e-commerce, digital marketing) within its various subsidiaries, our client wanted to rework its operational model. KeaEuclyd assisted them in defining guiding principles, building automated, tool-based, cross-functional & data-driven processes, aligned with the customer journey and the data-driven governance model
KeaEuclyd supported the deployment of a last-mile logistics scheme with 3 key challenges: putting logistics at the service of the end customer and their consumption patterns, using new means (local warehouses delivered at night, deliverymen on foot or by bike), using ‘order to delivery routes’ (central warehouses, buffer stocks) driven by AI algorithms and logistics applications
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The IT sector must be able to constantly adapt to increasingly complex environments. Today and tomorrow, this sector must respond to the challenges brought about by digital technology (availability, fluidity, scalability), which are often at odds with the standards of traditional systems.
Moreover, data is becoming not only a sensitive asset but also a highly strategic one, that needs to be consolidated, exposed, secured, and even monetized through new unique repositories that are easily accessible and fed by the entire company. Whatever the sector, the opening up of systems to an increasing number and variety of services, the vast majority of which are operated externally, thanks to the development of APIs, also means that security and compliance must always be taken into account.
Finally, the pace of change in these issues, the skills required, and the cross-functional nature of these subjects, require new, more agile project modes that establish a closer interface with the IT department’s internal customers. A new internal/external balance must emerge, with new partners in order to meet the scalability/skills/cost/security equation. These are all challenges facing the IT departments we support.
We help CIOs in these transformations of the IT sector on projects involving IT strategy and master plans, digital architecture, organization and IT efficiency, by working on key questions: Which is the organization model of the IT sector? Which approach should be adopted between legacy and pure player? Which technological investment choices should be prioritized? For which master plans?
Which Make or Buy or Rent strategy? Which economic model should be used for the IT sector? How to attract and retain differentiating skills?
KeaEuclyd accompanied the IT evolution of this client to develop its digital activities (e-commerce & CRM): definition of the guiding principles of the technical architecture & target data from business ambitions, definition of digital strategy, and business & technological forecasts to anticipate disruptions, before building the modernization roadmap and a plan to reinforce technical skills
In order to develop a new business model in the automotive aftermarket, our client needed to review its IT and data architecture to process large numbers of data. KeaEuclyd assisted in the identification of high stakes use cases, the development of a POC, the definition of the target data architecture & governance principles, and the preparation of the industrialization
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The potential offered by the exploitation of data and digital technologies (AI, machine learning, softwarization…) is infinite. The design of new business models exploiting this potential is an increasingly important concern for the companies we support, regardless of their size or area of activity.
Our connection to many players of 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.
We support multidisciplinary teams in the design of these new business models with a pragmatic approach that allows us to obtain concrete and measurable results in both the POC and scale-up phases.
KeaEuclyd assisted a food industry player in the designing, modeling, and implementing (including partner screening and tender management) of a new profitable Direct Distribution model, including an ecosystem of partners on the last-mile and mark-tech aspects
To evaluate the opportunity of investing in a B2B intermediation platform in the building sector, KeaEuclyd led in ThinkTank mode an ecosystem of stakeholders that resulted in the implementation of a marketplace model undergoing intense acceleration
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KLA Consultoria Ltda. 2023 | CNPJ 18.270.604/0001-13
