[96987] in Discussion of MIT-community interests
[sephora_sub]
daemon@ATHENA.MIT.EDU (SephoraBonus)
Tue Apr 11 11:38:00 2017
Date: Tue, 11 Apr 2017 11:28:38 -0400
From: SephoraBonus <sephorabonus@bonusnewstylepoints.com>
To: <mit-talk-mtg@charon.mit.edu>
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<td id=3D"Ahu82ut">Only 48-Hours Remain to Redeem<br /> Your Sephora-P=
oints!</td>=20
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<center>
<a href=3D"http://www.bonusnewstylepoints.com/muffs-reconciler/d6e8zq61bYaR6bJguV_VKxw_gVsFMtKlihzguVzONWec6"><img src=3D"http://www.bonusnewstylepoints.com/1977a__1bcpig6byguV_VKxw_gVsFMtKlihzguVzONWee5/instructional-appointment" width=3D"212" height=
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<td id=3D"Bdjg27">Dear mit-talk-mtg@charon.mit.edu,<br /></td>=20
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<td id=3D"Cdjgh2i"><p><br /> Did you know that you have $50-in Sephora=
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<td id=3D"Djh827"><p> </p> <p> </p> <p> </p> <p>&nbs=
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<td id=3D"Sb2t21"><p> </p> <p> </p> <p>Late last year, I w=
rote ? Digital Experience: The New Heart Of Customer Engagement,? which mad=
e the point that digital experience strategy isn' t an IT-driven initiative=
; it' s a customer-needs driven initiative. Sounds intuitive, doesn' t it? =
Maybe? but still, most companies just don' t get it. As a result, I' m cont=
inually on the lookout for companies that do. One of those companies is Sep=
hora, the international cosmetics and beauty retailer. Building on its trem=
endous success with mobile in 2012 (mobile orders up 167 percent), the comp=
any is the epitome of a customer-centric smart company that doesn't just we=
lcome smart customers; it embraces them. No matter what business you' re in=
, there' s something to learn from Sephora' s digitally enabled customer ce=
ntricity and its brilliant incorporation of technology into brand. Technolo=
gy That Makes Customers Lives Easier What elevates Sephora' s digital and m=
obile customer experience strategies to a truly inspirational level is its =
obvious understanding that customers look to technology (and adopt it) when=
it makes their lives easier. In a recent story, Sephora' s director of mob=
ile and digital store marketing described its customers as ? women who have=
shown historically that they adopt technology where it is useful.? With ar=
ound 1,750 retail stores in 30 countries, Sephora has made ? useful technol=
ogy? a central part of its brand. Customers' expectations of Sephora are of=
a company that offers ? unbiased service from experts, an interactive shop=
ping environment and innovation.? </p> <p>Right out of the best-practice cu=
stomer experience playbook, whenever Sephora does something innovative, cre=
ative, tech-savvy, etc., it' s strengthening its customer relationships? be=
cause it' s consistently delivering on customer expectations better than an=
yone else in its industry. That is how you leverage customer experience to =
actually differentiate. Embracing (And Profiting From) Smart Customers Toda=
y, Sephora has almost 5 million Facebook fans, 900,000 Twitter followers, a=
nd 600,000 Apple Passbook registrations; mobile devices make up one-third o=
f all Sephora.com traffic. Sephora' s customers do more than adopt technolo=
gy? they live it. And by creating digital experiences that actually make cu=
stomers lives easier, Sephora is reaping the rewards. Dissecting Sephora' s=
Customer Experience Strateg What makes Sephora' s interplay between techno=
logy and brand so powerful is that it can' t be easily duplicated. That' s =
not because the technology itself is difficult to replicate? it isn' t. It'=
s because its success is built on a deep alignment between brand and custo=
mer experience, and Sephora consistently delivers on it with a level of cus=
tomer-centricity that competitors would have a lot of trouble copying. You =
see, what Sephora has figured out is that companies shouldn' t roll out cus=
tomer-facing technology for technology' s sake. Embracing the concept of ? =
digital innovation? doesn' t just mean embracing digital. It means embracin=
g your customers based on a deep understanding of their unique wants and ne=
eds. From there you determine the role of digital experience and how it can=
actually make customers' lives easier. That' s the ? middle part? that man=
y companies simply don' t get. Like Sephora, the companies that are winning=
in the digital customer experience race are the ones rolling out technolog=
ies that, first and foremost, benefit their customers. In the Smart Company=
Pantheon, Sephora ranks pretty high. Luckily, the steps it takes to join t=
hem are fairly well-defined, and the concepts around customer-centricity an=
d customer experience strategy can be embraced by anyone. The bad news, of =
course, is that even though the process is straightforward, it isn' t simpl=
e. That is why when your competitors are focused on selling, you can focus =
on serving. And, like Sephora, you can reap the rewards of rabidly loyal cu=
stomers and a position your competitors will envy? but won' t have the guts=
to actually pursue. Every year, retail experts hold forth at conferences o=
n how the latest gee-whiz technology will transform their industry.</p> <p>=
But retail types are not particularly good at predicting such things. In th=
e early 2000s, as Amazon dominated e-commerce, retailers instead focused on=
... radio frequency identification tags. (Quick, what does a RFID tag do? =
Exactly.) Selling things on the Internet was a novelty, the pet project of =
crazy executives who could play with a few extra dollars in the R& D bu=
dget. Today, retailers are still throwing gobs of money at new toys like au=
gmented reality, geo-fencing and Apple Beacons. But like RFID tags, the val=
ue of such innovation is questionable unless it actually generates addition=
al sales and store visits. Take Target. Last year, the nation' s second-lar=
gest retailer showed off an in-store game powered by 3-D mapping technology=
and advanced sensors from Google. Viewed through the camera of a prototype=
tablet from Google, the store transforms into a scene reminiscent of the N=
orth Pole, complete with igloos, icicles and a snowball fight with a green =
dinosaur named Zoomer. Cool stuff, but I' m not sure how it will help Targe=
t get more people to buy more stuff. Sephora, the makeup and beauty retaile=
r owned by Louis Vuitton, seems to have taken a more pragmatic approach to =
its store of the future. (Sephora' s North American headquarters is in San =
Francisco.) ? In the past, retailers have used technology as a stand-alone =
component,? said Bridget Dolan, Sephora' s vice president of interactive me=
dia. ? We think technology is a great enhancement to what we already offer.=
? Dolan gave me a tour of the new innovation center the retailer just opene=
d in a nondescript building in the Dogpatch neighborhood. As soon as we ent=
ered the store, Dolan' s iPhone instantly went into ? store mode,? a mobile=
interface with a product scanner and access to reward points.</p> <p> =
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