Ecommerce Implementation Strategy Covering Planning, Design, Implementation, and Operations. - PowerPoint

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Ecommerce Implementation Strategy Covering Planning, Design, Implementation, and Operations. - PowerPoint Powered By Docstoc
					The Insider’s Guide to Successful
 Site Launches and Redesigns
        sponsored by Lyons Consulting Group




                                              1
Housekeeping
 Housekeeping

• Technical support during the webinar:
   – Call 800-263-6317
   – Text 630-391-3530
   – Email GoToWebinar@citrixonline.com

• For Audio, please dial in to:
   – 773-945-1010, access code: 470-921-366
   – Your audio PIN: shown after joining the webinar

• Questions
   – Submit questions via the chat window of GoToWebinar
   – Q&A will take place for both speakers at the end of the webinar

• Webinar Presentation and Replay
   – Available after the webinar on the Lyons Consulting Group web site




                                                                          2
Housekeeping

           Lauren Freedman
           President
           the e-tailing group



           Craig Dooley
           Lead Project Manager
           Lyons Consulting Group




                                    3
Lyons Consulting Group
   Founded                                    Footprint
    • 2003                                     • Chicago-based, with national and
                                                 global delivery capabilities
   Approach
    •   eCommerce Best Practices + Strategy   Nationally Recognized
    •   Creative Design + User Experience      • Inc. Magazine: Fastest growing
    •   Implementation + Integration             firms in the U.S. in 2008 & 2009
    •   Software as a Service + Support
                                              The LCG Difference
   Clients                                     • We guarantee our work
    • Lucy, Sanrio (Hello Kitty), Lifetime
      Brands, Warner Bros., Seat Exchange,
      Reader’s Digest, Ruud Lighting




                                                                                    4
The Voice of Cross-Channel Merchandising
 Straight talk from “in-the-trenches” online
           merchandising experts

    15 years e-commerce consulting
    Author, It’s Just Shopping
    50+ years traditional retail and
     catalog experience
    Fortune 500 client projects
     ranging from strategic planning,
     merchandising, marketing, to
     technology development and
     messaging
    Cross-category projects spanning
     specialty retail to departments
    Proprietary research studies on
     mystery shopping, merchandising
     and consumer behavior



                                               5
Today’s Agenda
A. Introduction
B. Six Secrets to Success
   1. Start with Strategic Business Thinking
   2. Develop a Well Designed Project Plan
   3. Structure a Winning Organization
   4. Partner Smart
   5. Perfect Project Management
   6. Demand Adequate Testing
C. Lessons Learned
D. Checklist To Successfully Replatform And Redesign

                                                       6
      49% merchants plan to change e-commerce platforms within 3 years vs.
                                44% last year

                              When do you anticipate changing your e-commerce platform?


                                                                           45%
                                                                                   42%




            23%
                    21%
                                   18% 18%
                                                                                                    14%

                                                         8%
                                                                5%                            6%



           Less than 1 year          1-2 years            2-3 years      No plans to change   Don't know


                                                         2010   2009

Q32   9th Annual e-tailing group Merchant Survey, 2010



                                                                                                           7
Switching platforms is driven by inadequate functionality (45%) and/or having
                       outgrown existing platform (40%)
                      Why would you look to switch platforms? Check all that apply.


                   Inadequate functionality                                                       45%
                                                                                                               55%

                 Outgrew existing platform                                                  40%
                                                                                                        50%
      Not looking to switch or just recently                                                39%
                    switched

       Back-end systems are not adequate                                              32%
                                                                                            40%

                      Needed more control                                    23%
                                                                                            39%

                     Poor account services                                19%
                                                                           20%

 In-house model no longer working for us                            14%
                                                                    14%

  Seeking a new business/financial model                       12%
                                                                     16%

       Long-term security/PCI compliance                      10%
                                                                    15%
                                                                                                    2010      2009
                       Wanted less control     0%
                                                1%

           9th Annual e-tailing group Merchant Survey, 2010
Q33




                                                                                                                     8
6 Secrets to Success
1. Start with Strategic Business Thinking
• “You are not just re-platforming for
  the web but re-platforming for the
  entire business”
• “We would still be stuck with all of
  our existing providers and would not
  necessarily be seeking out partners
  who could give us the best deal, the
  best service or both if we hadn’t
  switched platforms”
• “Don’t purchase a one-bedroom
  house when you’re planning a
  growing family”

                                            10
Encourage Big Picture Thinking
• Ensure that the customer experience is driven by a
  retail mentality
• Focus on the business needs and don’t worry about
  what technology can do at the outset
• Determine the level of control your company needs
• Design and build in a way that allows you to grow into
  the future needs of the business
• If you’re in it for the long haul you can scale cost
  appropriately
• Consolidate functionality into one software package
• Identify point solutions that will be required to support
  your new platform




                                                              11
Discovery Should Solidify Business Requirements
• Know the ins and outs of your business
   – Gather input from everyone but ultimately
      don’t design by committee
   – Understand your customer and only
      prioritize functionality that truly matters
• Cut to the chase on best practices and
  incorporate them into the discovery phase
• Be specific about what you use on a daily basis
  and discuss day-to-day operations from both a
  customer facing and administrative perspective
• Cut through hype quickly to come to consensus
  about what’s ideal for development




                                                    12
2. Develop a Well Designed Project Plan
 • Leave no stone unturned; lay the groundwork with
   sound planning including numbers/processes
 • KISS (Keep it simple stupid); fight the tendency to
   overcomplicate things
 • Prioritize determining what you can wait on; don't
   overemphasize the sexy stuff; nail the basics
 • Do the design with the replatform as it saves heartache
   and pain
 • Be realistic about what your development team can
   deliver and know that narrowing the scope may be wise
   in early stage site development
 • Before you talk to vendors defining everything you want
   both textually and visually is imperative




                                                             13
Money Makes the World Go Round
• The notion of working on a fixed cost basis and being
  aligned to a statement of work gives you peace-of-
  mind
• Understand that this investment is long-term and
  amortized over time
• Have a rainy day fund as things come up last minute
  where you will need both time and money
• When asked for your budget, share a number that is
  $20,000 less than the actual budget
• Budget for hardware needs when running two sites as
  this will be needed when working through a redesign
  or replatform
• When hiring new developers to rewrite the platform
  build in a buffer for double-dipping as you will be
  paying both old and new developers


                                                          14
Timing is of the Essence
• Don't get too ambitious or you will lose track of
  details when you're trying to get everything done;
  it will then be difficult to attribute your success to
  any specific element you may have altered
• Phase it in as it’s less risky
• It’s often better to address ecommerce changes
  on a project by project basis as doing it all at
  once can mean costs spiraling out of control
• Set realistic deadlines and never try and deliver
  for Christmas




                                                           15
The Devil is in the Details
Data
• Be in the know about the data that you house and
   how it will be used
• Define data requirements and how information will
   be reported back to the enterprise to ensure a
   platform selection that accommodates those
   needs
Integration
• Keep the team updated often on integration
   requirements and development status given
   implications for overall site development
• Take a hard look at necessary internal needs as
   anything can be done - it just costs money and you
   may want to table internal integration until the
   ecommerce front-end is complete

                                                        16
3. Structure a Winning Organization
  • “Refrain from using a hybrid organization model that was
    very matrix managed as you may find yourself with
    merchants who couldn't agree on the merchandising
    direction and too many chiefs”
  • A flat organization has worked well as everyone is
    involved; at the core we have marketing and
    merchandising and the COO is the driver
  • As a manufacturer with no ecommerce we were fortunate
    as we had the opportunity to build the organization right
    from the outset; we wisely didn't separate digital
    marketing from ecommerce and that team was focused on
    building the brand beyond sales
  • Put a structure in place keeping your team small and tight
    so you can then move fast and make quick decisions



                                                                 17
    Build the Right Team
•   Assess real resource needs using people's best skills to
     direct assignments
•   Pick and choose what the experts should do and what you
    can handle internally
•   eCommerce platforms must be run by users so learn the
    tool to control your own destiny
•   “Our core team consisted of VP IT, Marketing, ecommerce individuals and an
    executive sponsor; throughout the process we reached out to individuals outside
    that core team as they felt they were not being heard”
•   View this process similarly to launching a new business where your day-to-day
    team is tactical and your new business group forward thinking individuals who
    are more strategic and sophisticated in nature
•   “For smaller merchants, many will have a very flat org structure consisting of 1-2
    individuals who may be the primary leads on decision-making and execution;
    paying first for the redesign and then learning how to do the rest on our own was
    imperative; we needed to know how to run the site in the absence of being able
    to afford consultants to do the day-to-day maintenance and adding of products”


                                                                                     18
4. Partner Smart
 • Ensure that you have someone who truly understands web design
   including what you can and can't do
 • Match the size of company you hire with your own size and
   cultural dynamics
 • Include legally binding terms on delivery dates with subsequent
   penalties for nonperformance
 • Do your due diligence by reading industry publications,
   talking to peers, and attending trade shows
 • Move beyond vendor references to get an objective view from
   unhappy people who have left a platform or designer
 • Word-of-mouth should not be underestimated and maintaining a
   core group of industry peers is ideal to gauge performance,
   general satisfaction, and disappointment
 • Serendipity can play an important part in the selection process so
   be around and aware


                                                                        19
5. Perfect Project Management
  • Include a hard stop-date for project completion
    and project manage to that date
  • Allow enough time to get the project done and
    don't shave time without reducing scope
  • If the project manager is not enabled, you won't
    be successful; keep things on time removing
    every road block in place
  • Project management individuals should have
    “skin in the game” so consultants are not
    always right for this part of the development




                                                       20
The People and the Process Must Be in Sync
•   Put in place a dedicated full-time person at a senior level who
    owns the project
•   The best project managers know your business
•   Be incredibly organized about the effort and what needs to be
    done; document and understand the ramifications of decisions
•   Project management should know about ecommerce technology
    to talk to individual stakeholders
•   Enable the project manager to make decisions on what to keep
    and what to cut
•   Know what your company’s role is and rather than imposing your
    will and taking the reins let the firm you hired drive the process
•   Make an effort to develop personal relationships with external
    project managers very quickly and get their mobile phone
    numbers
•   Ensure that the team is trained in how to use the site and all
    administration tools



                                                                         21
6. Demand Adequate Testing
  • Build testing into the work stream
  • Ensure testing is part of the contract with your
    developer
  • User testing should run concurrently to evolve
    site design
  • Invest adequate funds in quality assurance
  • Take advantage of friends and family to save
    money on testing
  • Ensuring that the site works across multiple
    browsers must be taken into consideration




                                                       22
Lessons Learned with LCG




                           23
Lessons Learned
•   Building the Business Case
     – If you can’t answer WHY you need it, you won’t be able to figure out
        WHAT you need
     – Takes time, money, focus, discipline

•   Internal Champion
     – Needs to be a business person – could have an understanding of tech,
        but needs to truly understand the business
     – Focuses on ROI
     – Focuses on the customers, not internal systems
     – Not your web developer or systems guy
     – 80% of their time should be focused on the project




                                                                              24
Lessons Learned
•   Requirements
     – Facilitate a real discussion internally to truly capture your requirements
       and the scenarios that support them
     – Not just getting the what, but the why
     – The solution is the how
     – Creates your selection criteria (eliminates candidates)
     – Requirements will be strong in some areas, weak in others, so once you
       do that initial round, you’ll need to revisit for deeper understanding
     – Establish budget
     – Team assembled – subject matter experts, not necessarily people who
       will be on the project team
     – Requirements ultimately drive the SOW
     – Internal requirements + discovery = Detailed SOW
     – Surprises are minimized in discovery




                                                                                    25
Lessons Learned
•   Change Management
     – Start thinking about it the moment you make your selection
     – Don’t wait until the end of the project – worst possible time
     – The new site will effect people in core functions: Marketing, IT, CSRs,
       Finance
     – Introduce a couple new features and the ramifications grow exponentially
     – Identify, discuss and understand how these new features and interactions
       impact the individual, the department, and the company
     – What will I do differently tomorrow than I do today? How will I think
       differently?
     – Conversations about capabilities – application capabilities early on in the
       project
     – Everybody sees the demo, but it’s not reality




                                                                                     26
Checklist To Successfully Replatform & Redesign
1. Be strategic in your thinking by covering all bases from the big picture to the
   basics, taking the time to complete an extensive discovery process
2. Design a plan that will serve as a guide to initiate and sustain the project that is
   detail-oriented addressing both front and back-end needs
3. Ensure that your organization and team are solid and appreciate the challenge
   ahead of them
4. Pick the right partners that align with your organization’s needs
5. Select a project manager internally that can drive the effort and work both
   internally and externally to swiftly deliver the desired site on time and on
   budget
6. Allocate enough time to adequately test the site from the
   customer’s perspective building scenarios from your statement of
   work
7. Training in site usage, particularly the administrative aspect
    of your business, is important to control your selling and site
   destiny


                                                                                          27
QA/Thank You
Lauren Freedman        Craig Dooley
President              Lead Project Manager
the e-tailing group    Lyons Consulting Group
e. LF@ e-tailing.com   e. cdooley@lyonscg.com
p. 773-975-7280        p. 312-564-3176

				
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