Amblique / Demandware Global eCommerce Expansion Workshop

© 2014. All rights reserved.
June 2014
Global Commerce Executive
Workshop

Your MC
Paul Greenberg
Chairman
NORA
paul@nora.org.au
@PaulsChrips

Goals for the Day
 Learn: Hear from our experiences and retailer case studies from
Deckers, Michael Hill, Cotton On & APG
 Engage: Network with other executives and thought leaders in the
digital commerce space
 Collaborate: Participate in interactive roundtables with your peers on
global expansion
 Takeaway: Receive best practice guidance from our global commerce
experts on how to expand your digital commerce footprint across new
geographies
#globalexecworkshop

Retail Speakers
James Johnson
Digital Group Manager
Michael Hill International
David Williams
Head of Online, EMEA
Deckers Outdoor Corporation
Paul Kennedy
CIO
Apparel Group (prev. John
Lewis)
Cameron Jackson
Group Digital Services
Manager
Cotton On Group

Agenda
#globalexecworkshop
Time Topic Presenter
1:00-1:05 Welcome Paul Greenberg
1:05-1:30 The New Global Reality Justus Wilde, Amblique
Gary Lombardo, Demandware
1:30-2:00 Beyond Australia: Michael Hill’s Global Evolution James Johnson, Michael Hill
2:00-2:30 Decker’s Global Expansion in Europe and Beyond David Williams, Decker’s
2:30-2:45 Break
2:45-3:15 Cotton On Cameron Jackson, Cotton On
3:15-3:45 Apparel Group Paul Kennedy, Apparel Group
3:45-4:45 Best Practices Roundtable
4:45-5:15 Roundtable Readouts Paul Greenberg
5:15-5:30 Conclusion & Wrap Up Justus Wilde, Amblique
5:30-7:00 Networking Drinks

Housekeeping
 In your handouts:
• Global Commerce Workbook
• Global Commerce Checklist
• Global Expansion Whitepaper
• Evaluation Form
 Restrooms are in the reception room to the left
 #globalexecworkshop for questions
#globalexecworkshop

Housekeeping
 WIFI Details
Network Name: QT Events
Password: Meetat001
#globalexecworkshop

Justus Wilde
Gary Lombardo
The New Global Commerce
Reality

Introductions
Justus Wilde
Founder & Principal Strategist
Amblique
jw@amblique.com
@JustusWilde
Gary Lombardo
Director, Solutions Marketing
Demandware
glombardo@demandware.com
@garylombardo
#globalexecworkshop

A
800+ Live Sites Globally

Global Footprint – 44 Countries

© 2014. All rights reserved.© 2014. All rights reserved.
1 Brand
22 Sites
21 Countries
4 Brands
44 Sites
15 Countries
3 Brands
43 Sites
26 Countries
1 Brand
9 Sites
9 Countries
1 Brand
4 Sites
4 Countries
4 Brands
10 Sites
10 Countries
1 Brand
3 Sites
3 Brands
3 Brands
14 Sites
10 Countries
6 Brands
15 Sites
6 Countries
1 Brand
13 Sites
13 Countries
2 Brands
2 Sites
1 Countries
1 Brand
4 Sites
4 Countries

 Est. 1999 – 60+ team
 Digital commerce consultancy – SELL MORE
 Strategy, Technology & Trade Optimisation
 Demandware top tier partner & reseller
 Part of STW Group (ASX: SGN)

$XXm
$XXXm
+ brands/cats
+ omni-channel
+ geographies

Online % of Total Retail Spend
17
UK
USA
Germany
Europe (average)
Australia
13.50%
11.60%
9.70%
7.20%
6.50%
Source: http://www.retailresearch.org/onlineretailing.php + NAB online retail index

Australian Online Retail Growth Slowing
18
15% 12%
39%
Mar 2011 Mar 2012 Mar 2013 Mar 2014
Online Sales Index
26%

The Global Picture ($bn)
2013 2014 2015 2016 2017
Asia Pacific $384 $525 37% $681 30% $856 26% $1,053 23%
North America $431 $483 12% $538 12% $598 8% $660 10%
West Europe $312 $347 11% $383 10% $414 8% $445 7%
Central & East Europe $50 $58 17% $64 11% $69 7% $73 6%
Latin America $48 $58 20% $65 12% $71 9% $75 6%
Middle East & Africa $27 $34 25% $40 17% $46 15% $51 13%
Worldwide $1,251 $1,504 20% $1,771 18% $2,053 16% $2,357 15%
Source: eMarketer.com

Our Neighborhood
Source: eMarketer, Accenture Research
Country Internet Users
Internet
penetration
Size of online
retail market (in$ '13)
China 570m 42% 219 billion
Japan 101m 79% 72 billion
South Korea 42m 84% 42 billion
India 152m 13% 28 billion
Australia 19m 83% 22 billion
Taiwan 17m 76% 9 billion
New Zealand 3.8m 89% 2.5 billion
Hong Kong 5.2m 73% ~2 billion
Singapore 3.9m 76% ~2 billion
Malaysia 19m 66% ~2 billion
Thailand 18m 28% ~2 billion
Indonesia 39m 29% ~2 billion

© 2014. All rights reserved.© 2014. All rights reserved.21
$16b
$5b
Australian Cross-border eCommerce Sales by 2018
Source: PayPal Modern Spice Routes Report

North America
Trends
• Single English site focused
on US still dominates
• Canada-specific site
becoming more common;
cross-border shopping to US
still common
• Large volume, hyper-
competitiveness of US
market requires careful
planning
• Multiple fulfillment locations
essential
• State-specific taxes and
shipping costs are a
challenge
• Strong mobile and omni-
channel shopping behaviours
Country Size of online
retail market ($ '13)
Online Commerce
Market Readiness
Notes
United States $263 billion Mature
Expected to remain largest D2C
market in the world
Canada $18.9 billion Ascending
Online sales growth finally
eclipsing store growth
Source: Forrester, “Canadian Online Retail Forecast 2013 to 2018”, July, 2013 and Forrester, US eCommerce Forecast: 2013 to 2018”, May 2014

North America.
US launch, worldwide success
1 brand, 13 sites, 13 countries
• Sought to re-launch online
business with single, cloud-based
platform for rapid rollout
• Launched 5 sites within 9 weeks,
starting with the US site, and 12
more quickly followed within 2
more months
• US business starting point for rest
of world
• Small team managed US launch
• Manage US fulfillment and
customer service in-house
• In one year (Dec 2012 to Dec
2012) since re-launch: 90%
revenue growth, 42% increased
conversion rate, 22% increase in
AOV and 33% more traffic

Europe
Online Commerce
Market Readiness
Notes
UK $123 billion Mature
Expected to remain largest online market in EU;
avid online buyers; differentiated services key
France $32 billion Mature
Among highest average online spend in Europe;
differentiated services key
Germany $46 billion Mature
Most online consumers in EU; great opportunity
for growth
Italy $19 billion Ascending
Lowest penetration of online spending, but high
growth opportunity
Spain $20 billion Ascending Fastest growth of online buyers
Nordic states ~$38 billion* Mature
Diverse region, affluent shoppers; differentiated
services key
Russia ~$14 billion* Ascending
Complex environment; ecosystem mainly
Russian companies; fulfillment & localization
major challenges
Turkey ~$7 billion** Ascending
Large, growing online population; infrastructure
challenges
Trends
• Cross-border shopping
commonplace
• Single EU site common entry
strategy
• Localized country-specific sites
important over time
• Northern Europe highly mature;
services needed to differentiate
• Southern Europe less mature;
foundational offering will suffice
• High interest in Russia and Turkey
• Eastern Europe still lagging in
interest
• Strong mobile and omni-channel
shopping behaviours
• Regional fulfillment model
preferred (except Russia)
Sources: Forrester, “European Online Retail Forescast, 2010-2015”, Feb 2011 and “Trends in Russia’s eCommerce Market”, December 2013
eMarketer, “Ecommerce Sales Topped $1 Trillion for the First Time in 2012”, February 2012
*reflects 2012 market size; Source: Ecommerce Europe, “European B2C Ecommerce Report,” 2013
**reflects 2012 market size: Source: Source: Ecommerce Europe, “Southern European B2C Ecommerce Report,” 2013

Europe.
Real results, real fast.
7 countries, 4 languages, 4 currencies
• Transformed business from
catalogue to digital through global
growth, led by expansion across
Europe
• Launched 7 sites worldwide,
including 4 new country sites in
just 6 months in Europe
• Balances central brand control
with local team autonomy
• Marketing & merchandising
tailored to the nuances of each
European country
• On-the-ground operations
optimized for efficiency across
Europe while retaining
nimbleness to fulfill local
consumer expectations

Russia
 Online buying low, but growing
 D2C most common way to buy online; Ozon marketplace largest player, but limited
categories
 D2C challenges: fulfillment, localization (payment, search, social, etc.)
Sources: Forrester, “Trends in Russia’s eCommerce Market”, December 2013

Russia, Europe and beyond.
New markets, new opportunities.
3 brands, 43 sites, 26 countries
• Launched 27 sites in 2012,
including 12 sites in just over a
year in Europe (including Russia)
• Flexible technology backbone
allowed for simple management
and fast rollout of localized,
relevant experiences
• Russia a key market: site
implemented in 4 months and
served as foundation for other
global rollouts
• Pre-integrations to payment
gateways (i.e. Chronopay in
Russia), tax processing and
fraud management
• On-the-ground operations in
Russia with local 3PL (KupiVip)

Asia-Pacific
Online Commerce
Market Readiness
Notes
China
$219 billion
Ascending
Huge online market, but marketplace-dominated;
complex environment; ecosystem mainly
Chinese companies; infrastructure & localization
major challenges
Japan $72 billion Mature
Huge D2C market, large economic wealth,
engaged online population
South Korea $42 billion Mature
Large D2C market, strong aptitude and access
to technology
India $28 billion Nascent
Online buying less common, but growing;
restrictions on foreign investment
Taiwan $9 billion Mature
Online buying common, engaged online
population
Hong Kong ~$2 billion Ascending
Smaller D2C market, buy-online, pick-up in-store
popular for Mainland consumers
Singapore ~$2 billion Mature
Sophisticated consumers; serves as gateway to
Southeast Asia
Malaysia ~$2 billion Ascending Emerging market; affluent consumers
Thailand ~$2 billion Nascent
Indonesia ~$2 billion Nascent
Trends
• “APAC first, China first”
• Marketplaces continue to
dominate
• Partnerships essential
when entering the market
• Country-specific strategies
(including sites) essential
• Localisation is critical
• Strong mobile and omni-
channel shopping
behaviours
• Regional fulfillment model
preferred, but trending
toward country-specific
• eCommerce talent difficult
to find
Source: eMarketer, Accenture Research

China
 C2C still dominates China (Taobao), but B2C is growing
 B2C growing, dominated by Tmall, but D2C growing in importance
 D2C challenges: Great Firewall of China, localization localization (payment, search,
social, etc.), fulfillment

• Launched direct-to-
consumer online business
in China in less than 6
months
• Established direct brand
control independent of
predominant marketplace
model (Taobao)
• Support local payment
methods (Alipay, COD) and
integrations with Chinese
social networks (Weibo,
RenRen)
• Optimized site speed and
performance overcoming
Great Firewall of China
• Established on-the-ground
operations to execute as a
local brand

Retailers Face Key Challenges to Expand Globally
Operations / Organization
Streamlining Expansion through
Optimal Ops & Org
Strategy
Accelerating Time to Market as a
Local Brand
Technology / Regulatory
Leveraging Commerce Technologies
and Covering Regulatory
Merchandising / Marketing
Creating Demand for the Best
Product Assortment
#globalexecworkshop

IT’S USUALLY AN INCREMENTAL APPROACH
Trial expansion
• List products on
local market
places
• Geo target
experience on
home site
• Ship from home
market
• Low volume &
investment
Basic Local Site
• Launch basic
version of site
locally
• Engage in low
risk/rev share &
retention
marketing
• Local content
• Focus on service
and reputation
building
Full Local Site
• Provide full site
functionality
• Aggressively
acquire customers
via riskier marketing
• 100% LOCAL
experience:
> Language
> Payment
> Shipping
> Cust. Service

• Determine fulfillment model
• Integrate customer service
• Implement a marketing
strategy
• Determine merchandising mix
• Consider localisation
• Determine organisational
design
The Global Commerce Framework
Define a
Strategy
Establish
Operations
Create a
Technology
Footprint
• Outline the business case
• Create a geographic roadmap
• Establish channel options
• Determine fulfillment model
• Integrate customer service
• Implement a marketing
strategy
• Determine merchandising mix
• Consider localisation
• Determine organisational
design
• Determine delivery model
• Optimise site performance
• Establish platform global
capabilities
• Integrate payment
management

Thanks - Any Questions?

Amblique / Demandware Global eCommerce Expansion Workshop

OV E RV I E W
 About Michael Hill
 The Michael Hill Online Journey
 Key Features
 Global Model
 Global Challenges

A B O U T M I C H A E L H I L L

M I C H A E L H I L L O N L I N E
 4 responsive sites & blogs – AU, NZ, CA & US
 4,000 products
 200 pages of new content created
 Ability for customers to share their love stories
 Personalised charm builder
 Shoppable video
 An online experience to rival the in-store
experience

B E ST O F B R E E D S O LU T I O N S
Catalogues
Payment
Ratings/Reviews
Video
BI & Analytics
OMS
J A S P E
R
ERP

LO C A L C U STO M E RS = LO C A L S O LU T I O N S
Localised product preferences

LO C A L C U STO M E RS = LO C A L S O LU T I O N S
Localised product preferences
Content differences
Different shopping habits and device usage
Different customer segment targets

G LO BA L I SAT I O N C H A L L E N G E S
Global vs local social profiles
Transactional needs - currency, fraud risk profile
Domain migration – global to local
Store footprint drives online activity

G LO BA L I SAT I O N C H A L L E N G E S
Hygiene factors
Promotional planning and timing
Compliance & policies

G LO BA L 1 4
E X P E R I E N C E M I C H A E L H I L L YO U RS E L F
R E C E I V E 2 0 % O F F F U L L P R I C E D
I T E M S E X C L U D I N G C O L L E C T I O N S

How Deckers internationalised its
ecommerce business
David Williams

Current ecommerce website portfolio
10 6
9

Ecommerce - 5-year growth
$m 2010 2011 2012 2013 2014*
AMERICAS 87 98 112 136 170
EUROPE 1 8 17 25 35
APAC 0 1 2 8 17
WW Total 88 106 131 170 222

We initially shipped globally from its US website – successful, to a point

But ‘pimping up’ our existing website and infrastructure only got so far….

An initial attempt from the US to launch into Europe failed….

In order to expand there was need to create regional presence

Most ebusiness operations spend nearly 80% of resources—people,
budget and time—simply maintaining site functionality.
— Gartner Research
“
Staying Ahead
of the Competition
Network & Data
License &
Maintenance
Operational
Services
Hardware &
OS Platform
Security80%
Future
eBusiness Effort Allocation
“Hassle Free”
eBusiness Platform
Launching International
Presence
Integrating Cross Channel
Experiences
Merchandising the Right
Products to the Right People
Innovation Through Coalition
With Technology Partnerships
Language and cultural variations
Staying Ahead
of the competition
20%
Legacy
The legacy platform and infrastructure was not efficient for global growth

…. A different road map was needed

Getting buy in from the board was essential
Longer term vision of consumer centric organisation
Commitment to regional investment to grow outside
North America
Change management - infrastructure, process and
people
Explaining how ecommerce business would
complement existing wholesale distribution was key

2014
retail
online
wholesale
distribution
Deckers roadmap to change the shape of the business
2020
retail
online
wholesale
distribution

Choosing a scaleable international web platform was key
Longer term vision of consumer centric organisation
Commitment to regional investment to grow outside NA
Executive leadership needed to embrace new channels
Change management - infrastructure, process and people

Understanding that regional and local presences were needed

Some key questions asked around regional expansion
• Centralise or decentralise the business?
• Existing distribution – where to deal with channel conflict first?
• Customer services – where?
• Agency or inhouse?
• Online marketing and merchandising?
• What support is still needed from global?
• Languages and payments?
• Web platform – how do you structure it?
• What would be the lead markets?
• How would we grow in less mature markets?

….. The initial building blocks we used to start out the EMEA business
What regional infrastructure do we
need to service the consumer?
What do we offer the consumer?
How do we reach and sell
to the consumer?

…. This is how Deckers EMEA broke it down
eCHANNEL
OPTIMISATION
How do we reach and
sell to the consumer?
Ecommerce team
FRONT OFFICE
- Merchandising
- Online Mktg
- Production
BACK OFFICE
- Order processing
- PMO
- IT Developers
- Demand Planning
- Translations
- Customer Service
Shared Service/ Assets
-Operations
- Warehouse
- Buying
- IT support
- Finance
- Brand Marketing
Relationships
- Global brand
- Global Ecomm
- Wholesale
subsidiaries
- Retail Operations
- Brand marketing
- Display
- PR
- Content
- Retail
- Social Media
Brand Marketing
- SAAS Web Platform
- Middleware integrations
- Enterprise System - Oracle
- Mobile and tablet development
- Retail integration
- third party integrations
- Regional and local specific integrations
Website and Systems
-Natural Search,
- Paid Search
- Affiliates
- Email
- Behavioural
Targeting
- Display
- Social
-CSE
Direct Marketing channels
Data
- CRM
- Market Research
- Competitor Landscape
-- Web Data Analysis
-- Internet stats and reference
INFRA-
STRUCTURE
How do we reach and
sell to the consumer?

…. This is how Deckers EMEA broke it down
CUSTOMER
VALUE
PROPOSITION
What do we offer the
consumer?
-Local product, currency, pricing, merchandising, content and
language
- 100% of payment options
- 24 hour and expedited delivery options in country
- Retail Integration
- Local customer services
- Multiplatform websites
LOCAL
REGIONAL
- Regional product, currency, pricing,
merchandising, content and language
- SEPA payment options
- Express delivery options international
-English language customer services
- Multiplatform websites

Global/head
office
• Oracle EBS
• Middleware integrations
• Key IT development resource
• Brand strategy
Regional
•Customer service
• ecommerce Operations
• 3PL warehouse and distribution
• Financial support
• Payment management
•Fraud management
Local
• Online marketing agencies
• Brand marketing agencies
• Subsidiary office relationships and support
• Merchandise and marketing planning
2013… how the infrastructure was split between global, regional, and local

• Local website
• Local product selection and merchandising
• Local content and online marketing
• Free Expedited delivery (free, 24 hr) and returns
• Local currency
• Local language
• Local language customer service
• 98% payment type coverage
• Retail integration (if applic)
In ‘lead’ markets we developed a local value proposition

• Regional EU “Export” website
• One product selection, regional merchandising
• Regional content and marketing
• Standard delivery options (3-10 days)
• Outside EU, customer pays
• Standard Euro pricing
• English language initially
• 80% payment type coverage
• Standard returns/exchange process
And also a regional proposition, leveraging the EU market

• Globally built core code cartridge for all sites, by brand
• A core EU checkout process with local variants was created
• Built a flexible middleware between ERP and web platform
• Optimised the CDN to improve performance
• Utilised the partner resources to simplify integrations
• Strong translation partner essential
• Recruited to support front end development in region
• Ability to market and merchandise at a local level was key
The website platform was structured to support the business

…. How UGG Australia localises…

Three key focuses
- Enhance existing consumer omni-channel
proposition
- Utilise CRM and Big Data to drive new and existing
customer base
- Develop new markets

…. Continuing to enhance existing proposition
Regional website
Evolution of the Deckers Customer Proposition
HIGH
LOW
Complexity
Multi-channel
Cross-channel
Omni-channel
????
Regional offering
Responsive website design
Local marketing and merchandised experience
Selling at both retail and online,
Mobile optimised. experience
Click and Collect – warehouse to store
Endless Aisle – use website in store
Retail system and operational
integration
Delivery from store
Single customer
view (CRM)
Contextual
experience
Local website
The
unexpected

…. How this may evolve by brand
Regional website
Evolution of the Deckers Customer Proposition
HIGH
LOW
Complexity
Multi-channel
Cross-channel
Omni-channel
????
Regional offering
Local marketing and merchandised experience
Selling at both retail and online,
Mobile optimised. experience
Click and Collect – warehouse to store
Endless Aisle – use website in store
Retail system and operational
integration
Delivery from store
Single customer
view
Contextual
experience
Local website
The
unexpected

…. We’ve developed a Go To Market / Proposition model
ROI
Existing
Distribution,
especially
online
Ecommerce
Adoption and
culture
Brand
Awareness and
Consumer
Insight
Operational
and IT
Infrastructure
Product and
Merchandising
Marketing

Go to Market – Germany example for UGG Australia
ROI
Existing
Distribution
Internet
adoption and
culture
Brand
Awareness and
Consumer
Insight
Operational
Infrastructure
Product and
Merchandising
Marketing
Utilise local marketing agency
resource
Afffilates – local
SEM – centralised
PR agency – local
Brand marketing – in market,
work with existing
Second most mature market
Mobile usage increasing
Click and Collect new to market
Invoicing still important
Very cogniscent around data and
website security
15% of sales currently through online – Zalando
8% of retailer sales online currently – Goertz
Limited distribution through high end
Utilise existing UK 3PL
Returns via BLX 3PL
DPD as courier – look at possible options around Hermes
German language customer service
higher RRP in all categories
Fashion boots growing
category
High adoption of winter
product
Limited brand awareness in
market 22%
Experian high spend

Some quick points on Deckers experience in APAC region
• Slightly less mature as a region at ecommerce level
• More difficult to scale at a regional level – language, culture, boundaries
• ANZAC – seasonal difference, distance, website maturity
• Content delivery network important consideration for China
• Pricing in China remains a problem
• More consideration of third parties to manage (Singpost etc)
• More fragmented currently than Europe – outsourced partner in Japan, outsourced
solution in China
• No wholesale, only retail in China offers huge omnichannel opportunities
• Still huge growth opportunities – key area of focus for company

Some final thoughts
• Hire someone within a region to drive the business
• Accept that there are regional and local cultural differences
• Start where the volume is – one lead market and regional
• Choose a scaleable web platform
• Leverage existing distribution opportunities if you can
• If you can’t, get a partner – there are high expectations around delivery in EMEA
• Don’t be afraid to outsource if you have to
• Inhouse or outsourced, make sure you are covering all foundational bases
• Still lots of opportunities out there

Break

13 June 2014
Paul Kennedy, CIO – Apparel Group
http://au.linkedin.com/in/paulkennedy6
International Expansion:
Lessons Learned

Experience
 sportscraft.com.au
 saba.com.au
 jag.com.au
 johnlewis.com
 wexphotographic.co.uk & wexcameras.de
 figleaves.com
*Opinions are mine, not current or past employers*

http://www.powerretail.com.au/multichannel/john-lewis-1bn-online-sales-milestone-ahead-schedule/
£1 Billion Online
~30% of business
Successful
Omnichannel
Retailer
Largest
employee-owned
business in UK

Paul Kennedy
Trusted International

?
Have you purchased from johnlewis.com?
Local brand building & marketing is critical

http://www.factmonster.com/states.html, http://mappictures.blogspot.com.au/2012/06/europe-map.html
Not all people are the same

Who are your potential customers?
 “USA” vs California/New York/Florida
 “Europe” vs France/Germany/Greece/Spain
 Different demographics
 Local languages (even US vs English)
 Local competitors
 Freight & local delivery
 Different tax laws (even VAT within EU)

Local Currency
Translated by native
language speakers
Competitive local
pricing
What made the biggest
difference?

Local Payment Methods
Paul Kennedy
At this time ~25% of German customers used credit cards

Local Distribution before proving market

Local Distribution before proving market
Imagine we achieve the same market share as at home?
Establishing local distribution centres is expensive
 Cost of DC/staff
 Purchasing & allocating stock
 Moving stock between markets – freight, duty, handling
Have you proven demand, built a brand before investing
capital?

Send in the experts
Paul Kennedy
Tempting to send your A team to open a new market
Lack of market knowledge & instinct can be fatal
Image: http://www.lifehack.org/articles/lifestyle/how-to-be-an-expert-and-find-one-if-youre-not.html

Image: http://up-ship.com/blog/?p=20903
Regional agreements restrict product sales
Sign up your major suppliers before you start selling

Other common pitfalls
107
Expect rapid growth:
New markets are hard, so set conservative estimates and build capacity
behind sales
Use automated/low cost translation services:
Make sure translators understand your product and have excellent
language skills
Set prices based on home country competitors/margins:
Ensure you know your local competitors and price accordingly

Other common pitfalls
108
Fail to address local returns & customer service regulations and
expectations:
Get legal & locally experienced advice on your obligations under consumer
law
Attempt to skirt import/duty restrictions (eg Canada to US, Channel Islands
to UK): Ensure you understand the limits by shipment/total value and factor
in risk of regulation changes

Questions?
Paul Kennedy

Best Practice Roundtables

Roundtables Guidelines
• You were assigned to 1 of 4 roundtable topics
• Facilitator will lead the discussion and Scribe will take notes on the flip chart
• A Presenter will be chosen among the participants
• We will have 60 minutes total:
– Introduction (5 mins): Review purpose and approach
– Discussion (45 mins): Facilitated discussion on core topics
– Recap (10 mins): Reinforce and select main points for readout
• Use your handout to take notes
• Learn, Engage, Collaborate, Takeaway!
#globalexecworkshop

Roundtables
1 & 2
Global
Commerce
Strategy
3
Operations &
Organizational
Structure
4
Technology
Considerations &
Regulatory Issues
Facilitators:
David Williams
Justus Wilde
Jason Byrne
Paul Kennedy
Gary Lombardo
Paul Greenberg
5
Merchandising &
Marketing Best
Practices
Facilitators:
Lisa Powell
Marc Gagne
Kate Maszluch
Facilitators:
Cameron Jackson
Andrew Roberston
Shirley Greathead
Facilitators:
James Johnson
Bryan Surles
Steph Byrne
#globalexecworkshop

STRATGY
Group 1
Facilitators:
David Williams
Justus Wilde
Jason Byrne
Attendees:
Sarah Hayden
Michael Gordon
David Kesby
Tora Brophy
Cameron Parker
Paula Mictchell
Mark Ronan
Phil Ryan
Sean Ashby
Maina Cisse
Sam Guarreras
Mat Bolton
OPERATIONS
Facilitators:
Lisa Powell
Marc Gagne
Kate Maszluch
Attendees:
Murray Finlayson
Joel Drexler
Michelle Joh
Michael Bark
John Maddison
Jade Ku-Chih
Alice Clearly
Charles Moore
Nathan Bush
Anna Lee
Misa Han
Jess Richmond
TECHNOLOGY
Facilitators:
Cameron Jackson
Andrew Roberston
Shirley Greathead
Attendees:
Clive Nichols
Louise Raper
Lee Munro
Gillian Mason
MERCHANDISING
Facilitators:
James Johnson
Bryan Surles
Steph Byrne
Attendees:
Beth Glancey
Karleitia Bodlovic
Carla Bridge
Chris Jowsey
Nick Delija
Anna-Marie Wade
Lauren Madsen
Bruce Read
Roland Ebbing
Nick Clarkin
Netta Kellet
Duncan Brett
Luke Wilson
STRATGY
Group 2
Facilitators:
Paul Kennedy
Gary Lombardo
Paul Greenberg
Attendees:
Lisa Ebbing
Utadi Murphy
David Bickett
Patricia Pilz
Nicole McCann
Jayson Fox
Shane Lenton
David Porter
Jane Cay
Safak Kaya
Julie Stevanja
Suzanne Calla

Wrap Up

Key Takeaways
 Have a defined approach for expanding globally
• Global Commerce Strategy
• Operational and Organizational Structure
• Technology Considerations & Regulatory Issues
• Merchandising & Marketing Best Practices
 Leverage others who’ve done it before and providers that have proven
international capabilities – not just tactics but know-how
 Continually optimize operations & plan for future global growth
opportunities
#globalexecworkshop

Next Steps
 Please fill out the evaluation form
 Executive Summary of workshop will be emailed to you
 Complete the Global Commerce Readiness Checklist
-> Contact Demandware or Amblique to discuss results and next steps
 Share Best Practices Checklists with your teams
 Visit www.demandware.com and www.amblique.com
#globalexecworkshop

The Local Team
#globalexecworkshop
Justus Wilde
Founder & Principal Strategist
Amblique
jw@amblique.com
@JustusWilde
Marc Gagne
VP Asia Pacific
Demandware
mgagne@demandware.com

Amblique / Demandware Global eCommerce Expansion Workshop

More Related Content

What's hot (18)

Viewers also liked (19)

Similar to Amblique / Demandware Global eCommerce Expansion Workshop (20)

More from Justus Wilde (7)

Recently uploaded (20)

Amblique / Demandware Global eCommerce Expansion Workshop