Digital Maturity Survey 2015 PDF

DIGITAL
MATURITY
SURVEY
WHERE DO YOU STAND TODAY?
2015 REPORT
DIGITAL.DELAWARECONSULTING.COM 1
XX
WHERE THE WORLD IS
DO YOU CHANGING, AND WE

NEED TO CHANGE WITH IT.
STAND
TO MEET OUR CUSTOMERS’
DEMANDS, WE HAVE TO
INVEST IN A CUSTOMER
TODAY?
EXPERIENCE THAT IS FUN,
EASY AND EFFICIENT. TO DO
SO, WE NEED TO REACH A
HIGHER LEVEL
OF DIGITAL MATURITY.
XX
INDEX
PAGE 4 PAGE 14 PAGE 26 PAGE 56

PUTTING THE ANALYSIS OF THE OUR VISION ON CX AS FUEL FOR
CUSTOMER FIRST SURVEY DIGITAL MATURITY GROWTH
PAGE 7 PAGE 21 PAGE 30

ABOUT THE BUILDING DIGITAL SOME
RESEARCH MATURITY ‘‘LOVE STORIES’’
PUTTING THE
CUSTOMER
FIRST
THANKS TO TECHNOLOGY
AND THE INTERNET,
CUSTOMERS CAN GET
THEIR PRODUCTS FROM
ANYWHERE IN THE
WORLD, AT COMPETI-
TIVE PRICES. TO KEEP
CUSTOMERS HAPPY,
PUTTING THE CUSTOMER FIRST
COMPANIES WILL
HAVE TO GO THE
EXTRA MILE.
XX
TODAY, WE ARE ALL
GLOBAL PLAYERS
THANKS TO TECHNOLOGY AND THE hunt down a cab or wait for half an hour for it
INTERNET, CUSTOMERS CAN GET PRODUCTS to get to a certain location? Uber gives them an
FROM ANYWHERE IN THE WORLD AT answer that traditional taxi cab companies had
COMPETITIVE PRICES not previously thought of or were postponing.
This is called disruption, and it is all around us.
They are always connected and have high
standards when it comes to products and Companies have to adapt to these new realities;
customer service. This modern customer there is simply no alternative. In order to
would like everything served on a platter, in stand out, they have to change the way their
real-time, wherever they are. It is difficult to organization works and thinks. They need to

overcome that changing digital landscape, but for put the customer in the spotlight. Offer a better
58% most companies it is do or die. service. Create a lasting connection. Businesses
need to write their customer’s love story,
Start-ups are answering customers’ questions with across all of the different touch points in the
answers that push the boundaries of whatever customer journey.
was the norm before. Customers don’t want to
THE IMPORTANCE OF
DIGITAL MATURITY
Writing your customer’s love story will require We see a strong correlation between a customer-
the support of each department within the centric organization, overall digital maturity and
company. That is why a general mind shift is so ultimately, revenue.
important in reaching digital maturity.
A lot of data concerning foreign markets already
The readiness with which companies can exists, but thus far, we don’t have a clear overview
embrace disruption and this new customer of the digital maturity in Belgium. A survey
journey, as it were, is very much dependent on seemed like a valuable tool to determine the
company culture. disruption-readiness of our Belgian organizations.
A clear overview of the current state of digital

The future is now, and you can reach it maturity will allow companies to devise a
one step at a time. roadmap to grow and mature, and to remain
successful in an increasingly complex world. The
future is now, and you can reach it one step at a
time.
6 DIGITAL.DELAWARECONSULTING.COM
ABOUT THE
RESEARCH
TO LEARN MORE ABOUT
THE DIGITAL MATURITY
OF BELGIAN COMPANIES,
WE INTERVIEWED 213
OF THEM. WE ASKED
QUESTIONS ON TWO
MAJOR TOPICS:
DIGITAL INTENSITY
AND THE DIGITAL
ORGANIZATION.
XX
METHODOLOGY
Before conducting this survey, we asked the Our researchers then used a stratified random
students of Karel de Grote University College to sample to conduct structured interviews with 327
conduct 14 unstructured interviews with a diverse companies. Out of these, 114 companies do not 327
selection of companies to gauge their views on actively operate in an online capacity. They were companies
digital maturity and today’s business landscape. therefore not included in the survey. Instead, we responded to our
survey
are only taking into account the 213 companies
that did report at least some level of digital
Students conducted full surveys from activity.
213 companies
With this feedback, we created a list of 42

questions that would allow us to map the BELGIUM EUROPE INTERNATIONAL
overall digital maturity on two axes: the intensity 100% 13% 37%
of digital activities (elements visible for the
ABOUT THE RESEARCH
customer) and operational aspects related

to digital within the organization (strategy,
governance, tools). These are the regions the companies are active in
ABOUT THE COMPANIES
To get a realistic view of the Belgian digital B2B and B2C companies, those who offer
landscape, we interviewed a diverse range of e-commerce services (B2B as well as B2C)
companies of different sizes and from different and those who don’t, multinationals and local
sectors. That way, we created a balance between companies, you name it.
25%
20%
15%
10 %
5%
ABOUT THE RESEARCH

NON-PROFIT
PHARMACEUTICAL
RETAIL
BANK & INSURANCE
CONSTRUCTION
SERVICES
FMCG
ICT/ HIGH TECH
MANUFACTURING
PUBLIC SERVICES
UTILITIES
WHOLESALE
9
REVENUE % BUDGET SPENT ON DIGITAL
Revenue is a delicate matter in a lot of We see a rather varied range of digital budget
organizations, and a little under half of the spending. That being said, it is clear that the
respondents were not comfortable disclosing vast majority of Belgian companies invest as
revenue information about their company or little as 0-10% of their annual budget on digital
simply did not know their organization’s revenue. development and innovation.
50%
50%
40%
40%
30%
30%
20%
20%
10%
10%
NOT MENTIONED
< 1 MN
1MN - 50MN
50MN-100MN
100MN - 1BN
> 1 BN
0% - 10%
11% - 20%
21% - 30%
31% - 40%
41% - 50%
> 50%
ABOUT THE RESEARCH
10 DIGITAL.DELAWARECONSULTING.COM DIGITAL.DELAWARECONSULTING.COM 10
DIGITAL MATURITY AXES
THE DIGITAL MATURITY AXES ARE THE TWO 2/ DIGITAL ORGANIZATION
DETERMINANTS FOR CALCULATING DIGITAL
MATURITY. THEY ARE TWO VERY DIFFERENT In order to truly become a digital leader, it is
YET RELATED DIMENSIONS AND TOGETHER, important to take into account the way a company
THEY GIVE US A CLEAR VIEW OF THE is organized to deliver digital activities. This is the
CURRENT DIGITAL STATE OF OUR BELGIAN second axis on which we assess digital maturity in
ORGANIZATIONS. Belgian companies.
1/ DIGITAL INTENSITY Digital organization measures the vision of

the company regarding digital, governance
This is the first axis on which we’ve mapped and tools, omni-channel thinking and the
digital maturity of our 213 Belgian companies. evolution of company culture. To succeed in
Digital intensity measures the digital today’s world, companies need a mind shift. This
activities of a company, without taking into axis measures the company’s readiness for digital
account attributes such as organization, strategy, transformation.
governance and cross-channel consistency. A
ABOUT THE RESEARCH

high digital intensity shows eagerness to break
into digital and awareness of potential digital
advantages.
You will primarily recognize these activities in

customer-facing initiatives such as mobile, social
and e-mail marketing.
THE CATEGORIES 3/ DIGITAL OPERATOR
When we map our two maturity axes on an XY graph, we can divide our companies into four distinct On the opposite end of the spectrum we
categories. Each category is characterized by a different organizational stage and activity level. All have the digital operator. This particular
categories have specific challenges cut out for them. creature realizes the importance of the
digital organization, but holds off on
launching full-fledged digital initiatives.
They might be thoroughly planning
their digital efforts and releasing them
2/ DIGITAL CAMPAIGNER in phases, or they might not yet see the
urgency for action. Either way, we will not
1/ DIGITAL LAGGARD These busy bees are the first to adopt new be seeing advanced digital evolutions
technologies. They are building mobile from them in the near future.
The digital laggard has taken its first apps, rocking it on social, launching
steps toward digital maturity, but is still remarketing campaigns — you name it.
finding its footing. Laggards often see the They do, however, tend to struggle with
potential of digital, but hold off because vision and a cultural mindshift, which is 4/ DIGITAL LEADER
they are afraid to lose the physical where we find their room to grow. Their
connection with their customers, are efforts tend to be a tad uncoordinated, These are the front-runners in the digital
scared to make mistakes or are hesitant their data analysis limited. maturity race. Digital leaders have a clear
to invest in digital with no guaranteed vision of their place in the digital future,
ABOUT THE RESEARCH
results. They are eager to take the next step and they are working hard to transform
toward digital leadership, but might into an organization that thrives in the
Some of them state that they are in a lack funds, vision or C-suite buy-in to face of disruption. They have a dedicated
holding pattern because most of their incorporate governance, tools, strategy team that concerns itself with digital and
sector-specific competitors are reluctant and omni-channel thinking into the heart they have useful tools and technologies in
to move as well. of their business. place.
THE DIGITAL MATURITY OF
BELGIAN COMPANIES MAPPED
100
DIGITAL
ACTIVITY
90
80
70
60
CAMPAIGNER LEADER
50
LAGGARD OPERATOR
40
30
ABOUT THE RESEARCH

20
10
DIGITAL
ORGANIZATION
100
10
20
30
40
50
60
70
80
90
ANALYSIS OF
THE SURVEY
APART FROM A COLLECTION
OF GENERAL CONCLUSIONS,
WE’VE DISCERNED A FEW
FACTORS THAT HAVE A
GREAT INFLUENCE ON THE
DIGITAL MATURITY OF
COMPANIES.
ANALYSIS OF THE SURVEY
WHAT’S INTERESTING ABOUT MEASURING 1/ E-COMMERCE 2/ SECTOR
THE LEVEL OF DIGITAL MATURITY IN BELGIAN
COMPANIES IS THAT IT’S A REALLY GOOD We made a distinction between those that are Digital maturity also tends to be dependent on
INDICATOR OF CUSTOMER involved in e-commerce and those that aren’t, the company’s sector. Some sectors require a
CENTRICITY. both in B2B and B2C markets. Companies that more advanced level of digital maturity to
bravely walk the path of e-commerce have to be survive. Others tend to be conservative purely
For a lot of companies, putting the customer first extra careful catering to customers. fulfillment because of the precarious nature of their sector.
is truly becoming the main differentiating factor flows become more complicated, and there Think of banks and insurance for example. That’s
in grappling with the competition. is more room for error in the user experience why it is not surprising to see such companies in
process. Those who provide e-commerce will the digital operator quadrant.
Mapping the digital intensity and the digital often be further up the digital maturity ladder,
organization can show us how companies are simply because they have to be.
dealing with today’s digital disruption. It helps
us to understand how organizations keep the
customer on top of their priority list, despite the
lure of new tools and technologies.
LAGGARD LAGGARD
35% 74%
Companies that understand how to use CAMPAIGNER CAMPAIGNER
16% 10%

these tools and technologies to simplify their
customers’ lives are the ones who come out on OPERATOR OPERATOR
18% 10%
top.
LEADER LEADER
31% 6%
COMPANIES THAT OFFER E-COMMERCE COMPANIES THAT DON’T OFFER E-COMMERCE
DIGITAL MATURITY BASED
ON COMPANY SIZE
3/ NUMBER OF EMPLOYEES (RED = +100 EMPLOYEES)
100
DIGITAL
ACTIVITY
Larger companies tend to be more digitally
mature than their smaller counterparts. This
90
is most likely because they tend to have more
funds available to invest in personnel, tools and 80
technologies. Don’t count out the little ones

70
just yet though. Constraints can lead to creative

60
innovation.
CAMPAIGNER LEADER
50
LAGGARD OPERATOR
40
30
20
10
DIGITAL
ORGANIZATION
100
10
20
30
40
50
60
70
80
90
STRONG
SUITS
1/ THE WEBSITE 3/ UPDATE FREQUENCY 4/ ONLINE ADVERTISING
The company website is still the pinnacle of most Most websites are still quite basic, but that Half of the respondents in this survey claim
organizations’ online activity. Although it takes doesn’t mean they aren’t well tended-to. One they advertise online, but there is a lot to
very different shapes and forms depending on third of respondents update their website at least be considered when talking about online
the digital maturity of a company, it remains once a day, closely followed by those who make advertising. Investing in Google Adwords that are
a staple in the digital strategy. Our research changes weekly (29%) or monthly (18%). It is but only displayed on the Google Search Network
suggests that 68% of Belgian websites are still a small minority that updates their website less can be a low threshold initiative with limited initial
purely informative. They are a one-size-fits-all frequently (periodically or annually). Customers upkeep rates. We notice, however, that digital
digital brochure. are always looking for up-to-date information leaders tend to invest more in advanced
and the newest products and luckily, brands are advertising solutions and smart remarketing
2/ MOBILE following suit. techniques.
50%
Currently, 44% of these websites are Top players will make sure that users that
responsive, and therefore easily viewable on have already purchased a certain product will
40%

mobile. 8% of respondents claim to have a be offered cross & upsell opportunities for
separate mobile website and 14% of respondents their purchase, rather than receiving generic
30 %
offer a mobile app. This is starting to become advertising for one particular item, even when
rather worrisome, as 80% of users view websites that item has already been purchased. For some
20 %
from their smartphone. Brands seem to be sectors, such as retail, these more advanced
10 %
catching on though, as a lot of respondents in advertising techniques are more relevant than
this survey reported that they are working on for others.
releasing a mobile solution.
NOT OPTIMIZED RESPONSIVE MOBILE SITE MOBILE APP
FOR MOBILE DESIGN
28%
5/ SOCIAL MEDIA That means, that for 72% of companies, social of companies reply
to questions on
media is nothing more than a broadcast
social media
Social media appears to be quite popular channel. The survey shows that more advanced
with most companies. The seemingly low- players invest in interaction and community.
effort investment of starting a social channel
is considered ‘low-hanging fruit’, but these
channels are often challenging to maintain. Social 6/ E-MAIL MARKETING
media management is often lumped in with
the day-to-day tasks of an employee from the Newsletters remain a popular marketing
marketing or communication department. Only tool for many companies, B2B and B2C
4% of companies claim to employ a full-time alike. They are currently sent out by
community manager. 61% of all companies questioned. They
are followed closely by invitations
We see that 76% of companies have at least one to events (48%) and promotions
social media account. Among which, Facebook (39%). Remarketing remains elusive
is definitely the most popular, with 87%. Twitter for a large portion of companies.
and Linkedin lag closely behind with percentages Only 8% reports practicing
in the 60s. Surprisingly, a whopping 45% of remarketing through e-mail.
respondents claim to have a YouTube account. Most companies send an e-mail
Google+, Instagram and Pinterest each garner blast at least once a month.
around 15%, despite the growing popularity of
the latter two.
In Belgium, social media is still mostly a one-

way street though. Only 28% of companies
active on social media actually respond to
customer queries.
PROFICIENCY GAPS
DURING OUR RESEARCH, IT BECAME technological challenges. Investing in unknown Many companies are currently capturing basic
APPARENT THAT COMPANIES STILL HAVE technologies, especially when you have no idea data, but they don’t really know how to use
A FEW STRIDES TO TAKE WHEN IT COMES of the eventual return, can be daunting. 14% it. In order to truly leverage the power of
TO DIGITAL MATURITY AND CUSTOMER think a lack of physical contact will do them in. personalization, companies need to learn
EXPERIENCE. how to select the right data and turn it into
Shifting the entire way you’ve always done actionable insights. The biggest challenges to
A lot of companies know this and are eager to business is not an easy feat. Miscommunication, achieve this are a lack of appropriate data mining
move forward, but limitations such as budget spam and security and negative feedback from technology, a lack of high-quality data and a lack
constraints and lack of buy-in from the C-suite clients are some less common stumbling blocks. of talent to interpret that data.
make it harder for them to really go full throttle.
Today’s customer is often expecting a type of A lot can be said to reassure these hesitant 3/ ORGANIZATION
added value that is challenging to achieve, innovators. It is by no means necessary to
because it requires the implementation of shift from 0 to 100 in one fell swoop. Digital At this point, marketing, communication and
additional new technologies or an impactful transformation is a process, and small steps sales are the main contributors to the digital
change in the organization. will go a long way. aspect of the organization. Few organizations
have a dedicated digital department. Those that
1/ FEAR 2/ DATA AND PERSONALIZATION

do usually have 1-5 employees.
Among many Belgian companies, fear seems Every customer wants a product and a service This means that there is a great opportunity
to be the main factor that is holding them back that is tailored to them, and businesses are for organizations to create internal digital task
from growing digitally. 23% think digital is just eager to please. Half of the respondents in this forces that concern themselves with fostering
too much to take on or too complex. They fear survey already practice personalization in some a company-wide digital transformation.
that you can only go from 0 to 100 and there is way or another, but there is definitely room for
no in-between. 17% think they will stumble upon improvement.
BELGIAN COMPANIES PERSONALIZE
BASED ON
LAGGARD CAMPAIGNER OPERATOR LEADER
70%
60%
50%
40%
30%
20 %
10 %
NAME CUSTOMER PROFILE LOCATION SURFING BEHAVIOR

SEGMENT INFORMATION
BUILDING
DIGITAL
MATURITY
NOW THAT WE’VE TAKEN
A LOOK AT THE DIGITAL
STRONG SUITS AND
PROFICIENCY GAPS
FOR OUR BELGIAN
ORGANIZATIONS, WE
WILL DIVE DEEPER
INTO FOCAL POINTS
FOR FUTURE
GROWTH.
FOCAL POINTS FOR
GROWTH
1/ OPPORTUNITIES
89% of all companies believe their digital
activities will be expanding in the following
years.
The remaining respondents cite the following

causes for the stagnation of their digital activities:
no need to grow, no funds to grow, or a lack of
6.5/1
digital growth in their sector. 0
6.5/10
Those who are planning to invest in digital are
most excited about new technologies, increased
digital performance and the rapid expansion of
mobile.
BUILDING DIGTAL MATURITY
6.5/10
On average, companies awarded

themselves a 6.5/10 regarding their
digital pursuits, regardless of the
quadrant they were in. All companies appear to be equally satisfied with their digital marketing efforts,
whether they are beginners, intermediates or experts.
2/ TOOLS We notice, however, that they are not always Tools will play an important part in winning
actively used. Companies should at least have a over the customer, as they are the gateway to a
Most Belgian companies only have a limited few basic KPIs in place that they are motivated to consistent customer experience. Solid, connected
number of tools available. Just a little over measure. back-end systems that distribute product
half of the Belgian companies have a content information in a unified data stream will ensure a
management system in place. Analytics tools More advanced systems such as product harmonious customer experience.
are doing a lot better, with 77%. information management systems or data
asset management systems (a single source of
truth) are more rare and often even unknown to
companies.
100%
LAGGARD
80%
CAMPAIGNER
OPERATOR
60%
LEADER
40%

20%
E-COMMERCE E-MAIL TOOL SOCIAL MEDIA WEB ANALYTICS

PLATFORM ANALYTICS
3/ MOBILE The digital department can be a great asset to
companies as it helps to accelerate a general 8%
The smartphone has become a constant mindshift within the company. They are Only 8%
companion. It is not only a great tool for essential to breaking down silos that will bring companies have a
digital department
customers, but it is also very useful to marketers organizations to the next level of digital maturity.
as it allows communication whenever, wherever, Presently, digital activities are often monitored by
and it can add relevancy through factors either the marketing, the communication or the
such as location. At this point in time, brand sales department.
communication should be useful to the customer,
not just add more noise to an increasingly loud
world. Context is a great way to make sure you
are getting your communication to the right 5/ STRATEGY
customer at the right time.
Having a clear view of how you want to grow as
a company is a vital step in actually achieving it.
It blatantly shows in the numbers: digital leaders

4/ THE DIGITAL DEPARTMENT have a clear strategy set out, not just a vague plan
or general approacch
Only 8% of companies claim to have a digital
department. Most of those departments have 1-5
employees.
TYPE OF STRATEGY IN PLACE
40% 45%
35%
30%
25%
20%
15% LAGGARD CAMPAIGNER OPERATOR LEADER

10 %
5%
SPECIFIC INTEGRATED OTHER GENERAL NO STRATEGY

APPROACH
OUR VISION
ON DIGITAL
MATURITY
THE TRENDS THAT WE DIS-
COVERED IN THIS SURVEY
LED US TO A CLEARER
VISION FOR DIGITAL
MATURITY IN THE
FUTURE.
IN THIS CHAPTER,
OUR VISION ON DIGITAL MATURITY
WE SHARE OUR
THOUGHTS ON THE
EVOLUTION OF THE
BELGIAN DIGITAL
LANDSCAPE.
1/ THE EVER-CONNECTED CUSTOMER 2/ THE NEW CUSTOMER JOURNEY 3/ SINGLE SOURCE OF TRUTH
Customers will pretty much literally not put their There are myriad tools and technologies that can In order to craft this unique customer
smartphone down. This constant companion is a help us adapt to this new way of doing business. experience, you need to offer the customer
great opportunity for businesses to get to know a Take iBeacons for example. These small devices information that is relevant, consistent and
lot more about their customers. can minutely register a customer’s smartphone always up-to-date. To do that, you need a
when the two devices are in proximity to each uniform, consolidated source for your data. This
Research shows that most consumers are very other. This gives businesses a great advantage, is a multi-disciplinary process, because today’s
much willing to give up personal information as they can use location to create a better context customer will often consult various touch points
if it means they will be provided with some and higher relevance. before making a decision. Having a unified,
form of added value. Whether this is a more reliable data stream or single source of truth is a
personalized service or a great, relevant product Context and relevance are rapidly evolving must at this point.
discount is up to you. into the big guns that fuel the improvement

of customer satisfaction. If we know when to To achieve that, you not only need the technology
engage with a customer and why, we avoid being that makes it possible, you also need a certain
annoying and unwanted, and we can target digital maturity in your organization in order
customers with relevant offers and campaigns to reach greatness. That’s why we found it so
that will be sure to put smiles on their faces. important to truly map the digital maturity of
Belgian companies. It will help companies to take
the next step in their quest for success.
TYING TOGETHER DIGITAL MATURITY
AND CUSTOMER EXPERIENCE
IT HAS BECOME CLEAR THAT THERE IS AN 2/ DIGITAL MATURITY AS A PREREQUISITE 3/ NURTURING YOUR CUSTOMER
INTRICATE LINK BETWEEN DIGITAL MATURITY FOR CUSTOMER EXPERIENCE EXPERIENCE
AND CUSTOMER EXPERIENCE. DIGITAL
MATURITY WILL BECOME THE MEANS TO All companies agree that customer experience Growing your maturity level will allow you to
CREATE A CUSTOMER EXPERIENCE THAT IS is going to be the way to go in the near future. nurture your customer experience, and there are
FUN, EFFICIENT AND EASY. Customer-centric measures such as targeting three things you really need to focus on when
and personalization, content optimization, social doing so.
1/ BACK TO BASICS media engagement and multichannel campaign
management are at the top of companies’ priority Firstly, it is important for customers to get value
Despite huge technological innovations, business lists for 2015. from your customer experience.
is essentially devolving back to its roots: helping Secondly, they have to get that value without
the customer and providing high quality products In order to develop these areas, however, you difficulty.
and services. Because of this, the customer is need a certain level of digital maturity. This goes And lastly, they should feel good about the
once again at the heart of all of your business to show how important the digital maturity of our experience.
initiatives. Making your customer fall in love Belgian companies is.
with your brand will become your biggest These focal points will guide you to the heart
priority. Technology evidently still plays an As soon as a certain level of maturity is of your customer, with the help of tools,
important part in this digital world, but merely as reached, companies can take the next step technologies, and the conviction of your
a driver for customer experience, not a purpose and become a truly customer-centric, digital entire, united organization. This theory is also
in its own right. organization. confirmed by international research organizations
like Forrester.
XX
SOME ˮLOVE STORIESˮ
Discover how brands like Game Mania, NMBS, Acerta,
Pioneer and Unilin put their customers first, time and time
again, in these in-depth interviews.
AVEVE
WE BELIEVE THAT DIGITAL
AND PHYSICAL WILL
PERFECTLY COMPLEMENT
EACH OTHER INSTEAD
OF COMPETING.
INTERVIEW AVEVE
EVER VISITED A SHOP OF AVEVE, BELGIUM’S In 2014, AVEVE developed a well-defined visitors, who stay on our website longer.
MARKET LEADER IN AGRICULTURAL AND digital strategy and an action plan, including Customers are really wowed and tell us how they
HORTICULTURAL SUPPLIES? IF YOU DID, clear milestones. Step one was the design of a appreciate the inspiration and information.”
YOU WERE PROBABLY SURPRISED TO SEE responsive, interactive website targeting AVEVE’s
HOW ITS ASSORTMENT MEETS THE NEEDS ‘home-baking’ customers. 3/ PRODUCT CONTENT MANAGEMENT
OF EVERYONE WITH A PASSION FOR
GARDENING, ANIMALS AND HOME BAKING. 2/ THE WEBSITE AS A VISITOR EXPERIENCE “Based on the learnings from this pilot project,
we’ll soon be building new websites for our
More than in its brick-and-mortar stores, however, Christel: “In fact, we first mapped the customer ‘animals’ and ‘gardening’ target groups, as well as
AVEVE is also connecting with its customers journey to understand how people interact with a new general AVEVE website. In addition, we are
online. It’s even constantly sharpening its digital AVEVE today. These insights were of great help currently defining the scope of a product content
sales strategy. when building the website.” The brand-new management system that will help us define what
home baking website is a Pinterest-style site, with content to share with which customers, when and
1/ STEP-BY-STEP ACTION PLAN a fresh look and feel, where visitors find recipes, via which channels.”
inspiration, stories, expert advice and product
“AVEVE is a strong brand, with loyal customers. information. In a next stage, Christel and her colleagues
Yet we knew that we had to reach out to our also want to leverage the power of Business
INTERVIEW AVEVE
customers online too, if we wanted to retain or, The site is linked to Facebook, YouTube, Twitter Intelligence to gain better insights into customer
better still, strengthen our bonds with them,” and Pinterest – the social media channels needs and demands. In this way, they’ll be able to
explains Christel Berings, Marketing and that AVEVE uses to actively communicate personalize their marketing efforts.
Communications Manager. with its customers too. “The results are very
encouraging,” says Christel. “We have more
4/ PRODUCT CONTENT MANAGEMENT 5/ BLURRED LINES
“We first mapped the customer
AVEVE has 250 sales outlets, 200 of which are Christel adds how she insists on involving the journey to understand how people
operated by independent franchise holders. In franchise holders in every digital effort that interact with AVEVE today. These
spite of the rise in digital efforts, the physical AVEVE takes: “We share our initiatives with them
insights are of great help.”
stores continue to play a lead role in the and ask for their feedback. They, too, understand
company’s business strategy. “We resolutely how crucial it is to embrace and leverage the
chose to use an omnichannel approach: our digital revolution.”
digital communications help us generate traffic to
the physical shops, where customers find the real And what about e-commerce? “That’s another
AVEVE experts. item on our wish list. Anyway, the lines between
online and offline are blurred already. We are, for
Personal service and knowledgeable assistance example, currently testing a new approach that
may be one of the main reasons why customers allows customers to occasionally reserve product
are coming to our shops. That means that our packages online and pick them up from a local
shopkeepers and assistance must be available store. Or reserve a product from the catalogue
at all times, to lend advice and assistance. in a store and have it shipped to their home. We
INTERVIEW AVEVE
We’re therefore also looking for ways to digitize believe that digital and physical will perfectly
workflows and systems in our stores, so that complement each other in the future of AVEVE,
our people have more time to focus on the instead of competing with each other.”
customers.”
XX
UNILIN
LEADING THE PELOTON, IN
FLOORING, IN CYCLING
AND IN DIGITIZATION
INTERVIEW UNILIN
103 DAYS: THAT’S THE STAGGERING AMOUNT covering, project it into a real-life interior and 2/ E-COMMERCE + DEALERS
OF TIME THAT CONSUMERS, ON AVERAGE, walk around in the virtual room. A brochure
SPEND GATHERING INFORMATION BEFORE that’s come to life, so to speak. A sneak peak To further strengthen its bond with (potential)
TAKING A DECISION ON THE PURCHASE at UNILIN’s online presence reveals that the customers, UNILIN is now launching a dedicated
OF FLOORING. MOST OF THEM DO THAT company is indeed following the latest trends, mobile website. The new website will mainly aim
RESEARCH ONLINE BEFORE HEADING OUT also when it comes to digitization. at providing details on dealers, for people to
TO THE STORE. check ‘on the go’, and ‘how-to’ information, which
“We would even venture to say that we’re comes in handy for handymen who are installing
As a manufacturer of premium parquet and frontrunners,” says Tim Hennin, International their UNILIN floor. What about e-commerce? “In
laminate under the Quick-Step and Pergo brands, e-business manager. “In 2012 already, we 2009 already, we added e-commerce capability
UNILIN invests big in its digital strategy to decided to seriously upgrade our websites to to our sites, for four countries and we’re working
engage with its (potential) customers in the best enhance the visitor experience. After all, showing hard to reinforce that channel too,” Tim explains.
possible way. static samples of flooring and providing product
information is not enough, these days, to connect He does underline the importance of
1/ FLOOR ADVISOR successfully with prospects. What people really omnichannel, though: “Omnichannel is about
want, is inspiration and, most importantly, an idea allowing the consumer to take each step of
Just before writing this article, we read how of how our flooring will look in their home. So we his journey in each channel. So we provide
INTERVIEW UNILIN
Quick-Step had introduced a ‘Virtual Floor developed our ‘Floor Advisor’ simulation tool. As online visitors with information on our dealer’s
Styler’. Using the latest Oculus DK2 technology, a result, we see that people stay on our websites showrooms. In our e-commerce approach, we
the head-mounted display offers a unique 3D much longer.” make sure that our retailers can fulfill the orders
experience that allows users to select a floor we get.”
3/ METRICS AND PERSONALIZATION We hope to advance our marketing automation
efforts in the near future, to see how we
An in-house team team is involved in the digital can further improve communication with
marketing efforts of Quick-Step and Pergo. the consumers, in every single step of their
“In fact, everyone in our company believes in purchasing journey. Personalization will be
the power of digital,” says Tim, “which is really increasingly important, that’s for sure, to win the
crucial to make this a success.” Right now, UNILIN customer over.”
focuses on metrics to measure and analyse
In fact, everyone at UNILIN believes
the success of its digital efforts and hopes to “Technology changes at dazzling speed yet
in the power of digital, which is really
crucial to make this a success. increasingly personalize the digital experience UNILIN is really committed to leading the
it offers: “We keep track of our Facebook peloton. Whether it’s in flooring, in cycling or in
advertisements, use Google Analytics and also digitization…,” says Tim, laughing.
test what emails, banners or campaigns work
best.
INTERVIEW UNILIN
XX
GAME MANIA
DIGITIZATION AS A WAY
OF ADDING VALUE TO A
COMMUNITY OF EARLY
ADOPTERS
INTERVIEW GAME MANIA
WHEN GAME MANIA SOLD ITS VERY FIRST e-newsletters were sent, and in 2011 Game Mania together in a community.” Game Mania does,
COMPUTER GAMES IN 1994, ‘GAMING’ WAS opened its Facebook account. The Belgian and however, strongly believe in an omni-channel
STILL A NICHE PHENOMENON. TODAY, IT Dutch Facebook pages currently have ca. 70,000 approach that combines online, offline and
HAS BECOME A BILLION DOLLAR INDUSTRY. likes – without any ‘like and win’ contests or any mobile with its physical network of shops. The
DIGITIZATION IS, HOWEVER, ROCKING THE other commercial initiatives - while the websites recent, successful launch of the ‘Click and Collect’
FOUNDATIONS OF THE GAMING BUSINESS. boast over 500,000 unique visitors per month. service, which implies that customers can order
“Our target group is, of course, strongly digitally on line and collect the products in their favourite
Game retailers like Game Mania are facing oriented so it’s simply critical for us to embrace Game Mania store – is a good example of this.
double digital disruption, as both the retail digital,” says Kris Lenaerts, managing director.
channel and the products themselves are
increasingly digitized. A threat? Not for Game 2/ CREATE ADDED VALUE AND BUILD A
Mania. Always a game changer, the company is VIRAL COMMUNITY
reshaping its strategy to position for success in
today’s increasingly digital world. Kris highlights how Game Mania’s digital strategy
revolves around the importance of ‘adding

1/ 500,000 UNIQUE VISITS/MONTH customer value’, through an omni-channel
approach: “We’ve always put the customer first.
Game Mania has always been at the forefront The technology that’s available today – from
of technology. The gaming expert has been online thru’ to mobile, social media and maybe
communicating with customers via text messages even beacon technology in the near future –
for over ten years now. Its interactive website helps us create more value, by providing gamers
went on line in the early 2000s, when the first with relevant and fun content and bringing them
3/ THE RIGHT MINDSET 4/ EARLY ADOPTERS
So who’s behind this well elaborated strategy, we Kris and his team are ambitious. They have plans
wonder? “Every single Game Mania employee to launch a revolutionary, mobile loyalty app
understands how crucial it is for us to go (including, of course, gaming features), build
The digital technology helps us create digital. So we’ve all got the right mindset. More an online shop that is fully integrated with the
more value, by providing gamers with specifically, we can count on a strong and creative offline channel, install an in-store kiosk with
relevant and fun content and bringing team to develop and maintain our website and real time insight of stock availability and are
them together in a viral community. launch social media and community initiatives. looking into the possibilities of personalization.
Our in-house team is backed up by external “Sure, it’s a challenge to stay relevant in today’s
experts, who work out our digital strategy and fast-paced digital world. Yet our customers are
measure and analyze the results. Just recently, early adopters and we’ve always been a game
we’ve also hired a community manager – a fanatic changer. It’s really exciting to ride this new digital
gamer herself. wave!”
Her job is to create relevant content for social

media and expand the channel, while also

elaborating our community. Last but not least,
let’s certainly not forget our passionate staff in the
shops. As our live customer touchpoints, they can
provide our customers with real added value too,
in the omnichannel Game Mania experience.”
XX
ACERTA
INTERVIEW ACERTA
HOW KEY IS IT FOR SERVICES COMPANIES requires much more than digital technology. presence. We make sure that she’s backed up in
LIKE ACERTA, ONE OF BELGIUM’S LEADING Operating models, skills, organizational the weekends too, so that we can always react
HR SERVICES PROVIDERS, TO GO DIGITAL? structures, and roles need to be redesigned. fast to any question or comment that’s posted.”
“IT’S SIMPLY A MUST,” SAYS ACERTA’S ICT That means that the IT – or the marketing – In 2014, Acerta launched ‘www.acerta24.be’: an
DIRECTOR KOEN WILLEMS. “DIGITIZATION IS teams are not the only ones in the driving seat,” online portal with HR-related tips, information
REWRITING THE RULES OF COMPETITION. Koen explains. “We’ve therefore set up a cross- and intuitive tools and apps that provide true
divisional project group that meets regularly to added value. “The customer journey was our
As our customers are always connected, we outline our digital vision, organize resources and starting-point here: we built the website around
have to be available round the clock to offer write a roadmap. We’ve now determined the the different steps that an HR team is involved in,
the information and support they’re looking for, stakeholders, defined the roles and written an from recruitment through to dismissal.”
24/7.” Acerta is well on its journey to becoming a investment file.”
truly digital organization.
2/ WWW.ACERTA24.BE
1/ DIGITAL VISION AND STRATEGY
Not that Acerta was totally digital illiterate before
“Customer expectations are high these days,” it embarked upon this ambitious project. The
INTERVIEW ACERTA
says Koen. “People are searching online for the company already provided many online services
information or products they need – whenever for its users to gain insights, engage and transact.
and wherever they want, via all kinds of devices.” “Our website covers a broad range of HR-related
To optimally meet these customer demands, topics and social media plays a lead role in
Acerta decided, in 2014, to define a clear digital our external communications approach. One
vision and strategy. “A digital transformation dedicated colleague manages our social media
3/ PERSONALIZED CUSTOMER able to provide a truly personalized customer
EXPERIENCE experience, 24/7 – to serve our customers to
the max and market Acerta as the expert in HR
Organisations that wish to truly improve the services.”
customer experience must indeed clearly focus
The fundamental cornerstone of on the customer journey. That implies a deep

putting users first lies in great user understanding of who the customer is and
research: we need to know what our what (s)he needs. “In 2014, we launched ‘Acerta
customers want and how/where/when Connect’, a platform of digital tools that grow
they want it in line with the customers’ needs,” says Koen.
“In fact, the fundamental cornerstone of putting
users first lies in great user research: we need
to know what our customers need and how/
where/when they want it. So our data models
should be adjusted and rebuilt to gain customer
insights. Once we’ve achieved that aim, we’ll be
INTERVIEW ACERTA
XX
PIONEER
BELGUM
STEPPING UP A GEAR
TO ENGAGE WITH OUR
CUSTOMERS
INTERVIEW PIONEER
PIONEER SPECIALIZES IN DIGITAL cycling products are really niche markets, which to truly engage with (potential) customers, rather
ENTERTAINMENT PRODUCTS. BUT are addressed through a dedicated marketing than being an encyclopedia stuffed with product
IS THE COMPANY ALSO A DIGITAL strategy. Social media, YouTube and technology information.”
COMMUNICATIONS PIONEER THAT like apps are vital to engage with these target
LEVERAGES THE DIGITAL REVOLUTION TO audiences and build a close community. As for
ENGAGE WITH ITS ‘ALWAYS CONNECTED the home and car products, we’re now stepping
CUSTOMERS’? up a gear too.”
We asked Philippe Weyers, Marketing and 2/ NEW WEBSITE TO CULTIVATE

Communications Manager at the Pioneer Europe CUSTOMER ENGAGEMENT
headquarters in Melsele. “We understand how
crucial it is to go digital and we are working hard “No matter how broad the range of new
to get there – step by step.” technologies and channels, we believe that
a company website remains crucial to share
1/ BUILD A VIRTUAL COMMUNITY product information and engage with customers.
The Pioneer website that went live in 2008,
INTERVIEW PIONEER
Pioneer markets and distributes several different however, no longer meets the needs of today’s
product lines: entertainment solutions for the digital customers. We are therefore preparing
home (audio and video) and the car, DJ gear and, a complete makeover of the layout, concept,
more recently, cycling computers too. Philippe platform, etc.,” Philippe continues. “The new
and his team focus on promoting the home and website will be responsive, of course, and share
car products. “The markets for DJ equipment and Pioneer stories, inspiration and advice in order
3/ FROM SOCIAL MEDIA TO APPS 4/ FOLLOWING TRENDS
Interaction is also the main objective of the “Pioneer follows trends, rather than being a
Pioneer Facebook page, which was created back trendsetter. The road to digital transformation
in 2008, and of Pioneer’s new Instagram account. is long and paved with several challenges in
The fundamental cornerstone of Consumers also appreciate the videos – including the fields of both technology and people/
putting users first lies in great user a broad range of ‘how-to’ videos – that Pioneer organization,” Philippe admits. “Our
research: we need to know what our posts on its dedicated YouTube channel. “ organizational structure is, for example, not ready
customers want and how/where/when yet for e-commerce, and our team is currently too
they want it Pioneer is developing high-end equipment small to elaborate a unified approach to digital
so we should really be at the leading edge of transformation. Yet we are learning a lot and the
digitization as well,” says Philippe. “Besides change has started. The new website will be a
strengthening our social media approach, we major leap forward, which will surely spark new
developed several mobile apps to support, initiatives.”
for example, our car navigation solutions,
as we’re well aware that mobile is the way
forward.”experience, 24/7 – to serve our
INTERVIEW B-EUROPE
customers to the max and market Acerta as the

expert in HR services.”
XX
SNCB (NMBS)
EUROPE
DIGITIZATION@NMBS
EUROPE: FULL STEAM
AHEAD
INTERVIEW SNCB (NMBS) EUROPE
SNCB EUROPE, A SUBSIDIARY OF THE booking an international train should be an easy, segmentation. “Our customer base is large,
NATIONAL RAILWAY COMPANY, SELLS OVER straightforward process. That was our key focus featuring many satisfied clients from around
500,000 INTERNATIONAL TRAIN TICKETS while developing our new website and, later, the the world,” says Sven. “But the competition is
PER MONTH, 45% OF WHICH THROUGH ITS mobile apps.” ever fiercer, with several start-ups that are really
WEBSITE. disrupting the market of ticket booking services.
These efforts clearly bore fruit: the turnover So we really have to pamper our (potential)
As competition is growing fiercer day by day, of online sales grew from EUR35m in 2009 to customers, by providing the very best booking
we are continually fine-tuning our e-commerce EUR125m today, while the number of NMBS staff experience. Customer segmentation can help us
tools to make them more responsive and easier involved in the digital transformation quadrupled. communicate with our clients in a personalized
to use, while driving up our social media efforts. Sven: “The results were very good, yet we keep way, so that they feel like we really know them.
Moreover, personalization is now key to win the growing our online expertise and updating the This approach requires an advanced use of
hearts of today’s travelers,” says e-commerce website to further improve the booking process. our CRM system, as well as sophisticated data

manager Sven De Clercq. Continuous innovation, effort and investment are management.”
simply a must to remain the frontrunner that we
1/ FROM EUR 35M TO 125M want to be. ”
Sven came on board SNCB Europe in 2009, 2/ WINNING THE CUSTOMER’S HEART
just in time to coordinate the construction of
the brand-new e-commerce website: “Train The next big projects of the SNCB Europe team
bookings are complex processes in which many include developing a truly responsive website,
systems and business rules need to interact making the sales and marketing efforts more
with each other. For an end-user, however, international and conducting far-going customer
3/ @NMBSEUROPE: 2,351 FOLLOWERS; 4/ THE POWER OF OMNICHANNEL
FACEBOOK: +100,000 FANS
People who have questions on complex journeys
Does SNCB Europe have a social media strategy that are not bookable online are, of course,
too? “Absolutely. We are very active on Facebook automatically redirected from the website to
Customer segmentation can help us and Twitter, sharing information and, increasingly, the SNCB Europe contact center, the stations
communicate with our clients in a more answering questions and providing support. Our or approved travel agencies. “That really is the
personalized way, so that they feel like staff, e.g. the people in our international contact power of SNCB Europe. The online competitors,
we really understand them. center, who were used to handling questions who are rapidly gaining market share, can’t assist
and sales of SNCB Europe products via offline their clients in the stations in case of incidents,
channels in the past, have attended a series of strikes, etc.
training sessions and hands-on workshops to
work adeptly with social media. They can now Our multichannel approach, focusing on optimal
help our customers via email, Facebook, Twitter, customer service, is an important strength and
chat or even screen sharing.” a critical competitive advantage that we must
absolutely keep. While, of course, continuing to
reinforce our digital efforts too. These certainly
are exciting times,” Sven concludes.
XX
CX AS
FUEL FOR
GROWTH
CUSTOMER EXPERIENCE IS
GOING TO BE THE MAIN
FOCAL POINT FOR MOST
COMPANIES IN THE
FOLLOWING YEARS.
DIGITAL MATURITY
WILL ENABLE THEM
TO GROW AND TO
OVERCOME THE
CHALLENGES
OF DIGITAL
CX AS FUEL FOR GROWTH
DISRUPTION.
WE HOPE THAT THIS WHITEPAPER LED YOU A lot of Belgian companies are still situated in
TO MANY VALUABLE INSIGHTS REGARDING the digital laggard quadrant as of now. There is
DIGITAL MATURITY IN BELGIUM. WE ARE no need to panic, but now is the time to act and
CONVINCED THAT DIGITAL MATURITY WILL stand out.
BE DETRIMENTAL TO THE GROWTH OF YOUR
COMPANY IN THE FUTURE. In order to attain a higher level of digital maturity,
companies can make the journey step by step,
Customer experience will most definitely be at creating a roadmap based on their customer’s
the heart of your business plan in the coming needs. The customer has to come first.
years, and Belgian organizations have already
taken some great steps towards improving this Companies are going back to the heart of
customer experience. When we map them on marketing: making the customer fall in love with
international models, it is obvious that these a product or brand, and involving all parts of their
organizations have grown in the way they business to do so.
differentiate themselves to offer the best possible
service to their customers. Are you ready to write your customer’s love
story?
CX AS FUEL FOR GROWTH

To provide an even better customer
experience in the future, we need to stop
waiting for our peers to take action and
increase our digital maturity levels today.
Olivier Verberckmoes
Partner of Delaware Digital, Delaware Consulting
57
READING LIST
Quarterly Digital Intelligence Briefing: 2015 Digital Trends. (Econsultancy). Retrieved from https://econsultancy.com/reports/quarterly-digital-intelligence-
briefing-2015-digital-trends/
Megan Burns’ Blog: Want Better Customer Experiences? Adopt The Six Disciplines Of CX Maturity. (Forrester Research). Retrieved from http://blogs.forrester.
com/megan_burns/13-05-22-want_better_customer_experiences_adopt_the_six_disciplines_of_cx_maturity
Curatti Blog: Why Smart Companies Put People Before Profits. Retrieved from http://curatti.com/smart-companies-put-people-profits/
Harvard Business Review: The Truth About Customer Experience. Retrieved from https://hbr.org/2013/09/the-truth-about-customer-experience
The Gartner Customer Experience Management Maturity Model
Comeos: E-commerce in Belgium 2014
Lori Wizdo’s Blog: Buyer Behaviour Helps B2B marketers Guide The Buyer’s Journey. Retrieved from http://blogs.forrester.com/lori_wizdo
McKinsey: The three Cs of customer satisfaction: Consistency, consistency, consistency

READING LIST
Copyright © 2015, Delaware Consulting - All rights reserved.
Copyright © 2015, Delaware Consulting - All rights reserved.
XX

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DIGITAL

DO YOU CHANGING, AND WE

PAGE 4 PAGE 14 PAGE 26 PAGE 56

PAGE 7 PAGE 21 PAGE 30

PUTTING THE CUSTOMER FIRST

A clear overview of the current state of digital

With this feedback, we created a list of 42

customer) and operational aspects related

ABOUT THE RESEARCH

ICT/ HIGH TECH

1/ DIGITAL INTENSITY Digital organization measures the vision of

ABOUT THE RESEARCH

You will primarily recognize these activities in

ABOUT THE RESEARCH

ANALYSIS OF THE SURVEY

COMPANIES THAT OFFER E-COMMERCE COMPANIES THAT DON’T OFFER E-COMMERCE

3/ NUMBER OF EMPLOYEES (RED = +100 EMPLOYEES)

technologies. Don’t count out the little ones

just yet though. Constraints can lead to creative

ANALYSIS OF THE SURVEY

In Belgium, social media is still mostly a one-

ANALYSIS OF THE SURVEY

NAME CUSTOMER PROFILE LOCATION SURFING BEHAVIOR

The remaining respondents cite the following

On average, companies awarded

BUILDING DIGTAL MATURITY

E-COMMERCE E-MAIL TOOL SOCIAL MEDIA WEB ANALYTICS

It blatantly shows in the numbers: digital leaders

BUILDING DIGTAL MATURITY

SPECIFIC INTEGRATED OTHER GENERAL NO STRATEGY

OUR VISION ON DIGITAL MATURITY

INTERVIEW GAME MANIA

Her job is to create relevant content for social

media and expand the channel, while also

The fundamental cornerstone of on the customer journey. That implies a deep

We asked Philippe Weyers, Marketing and 2/ NEW WEBSITE TO CULTIVATE

customers to the max and market Acerta as the

INTERVIEW SNCB (NMBS) EUROPE

CX AS FUEL FOR GROWTH

The Gartner Customer Experience Management Maturity Model

Comeos: E-commerce in Belgium 2014

McKinsey: The three Cs of customer satisfaction: Consistency, consistency, consistency

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