Brands Must Grasp the Digitally Driven Consumer Journey or Risk Becoming Prey

Face it, you're now a technology company

This year, Levi's has hosted hackathons, designed an internet-connected jacket with Google and used artificial intelligence.
Levi's

When Jacob Davis and Levi Strauss received the first patent for their blue jeans in 1873, their headquarters in San Francisco was nowhere near being the hub of innovation that the city is today. Over the past three years, however, Levi’s has ingested the ways of Silicon Valley into how it runs its business—leading the iconic fashion brand to hire not just designers of denim, but designers of digital products and other technologists to bring the brand beyond selling through retailers and into the burgeoning era of ecommerce.

That mindset has led Levi’s on a path of digital transformation that doesn’t just change how it advertises, but also how it sells, styles and otherwise services customers. This year, it’s hosted hackathons, designed an internet-connected jacket with Google and used artificial intelligence to understand and personalize the shopping experience.

Anne Bologna

“If we only focus on foundation, we know we’re going to wake up and have basically caught up to a moving target and we need to use innovation to really leapfrog and drive ahead,” said Marc Rosen, Levi’s evp of global ecommerce.

Because jeans aren’t always the easiest product to buy without first trying on, Levi’s wanted to create a digital shopping channel that would both increase sales and decrease returns. This summer, it launched its first chatbot, using AI to guide customers through the journey of jeans they might get if they visited an actual store. (Early results have shown those that use the bot are more likely to buy than those that don’t.)

Overall ecommerce sales are up, growing 22 percent in the last quarter, Rosen said. That’s largely due in part to data via the Oracle Marketing Cloud. Using Oracle’s data management platform, Levi’s has been able to better target audiences based on who might want premium products or who might want a discount. However, at its core is a shift to integrating business and technology teams, Rosen said.

“As we continue to evolve, as the world continues to evolve, it’s hard to imagine somebody on the business side who isn’t close to technology and working closely with that,” Rosen noted. “And it’s hard to imagine technology leaders that don’t understand the consumer.”

Levi’s is one of many legacy brands grappling with how to harness technology without being controlled by it, turning those efforts into revenue rather than rabbit holes. And while that includes new products and services, the core question is: how do marketers reprioritize their businesses to rethink the customer experience to avoid death by a thousand revenue streams?

“Digital transformation has shifted from the back room to the front room,” said Anne Bologna, chief strategy officer at iCrossing. “And the front room is about user experience.”

Digital transformation is increasingly an area of focus for executives in every industry. And yet, many don’t feel confident in their company’s ability to understand the potential for change. After conducting a survey of 400 executives at companies of more than 250 people, a 2015 Forrester report revealed that just 26 percent of respondents felt confident that their CEO had a “clear vision” for the company’s digital future. Meanwhile, just 21 percent said they had the right culture, while the same percentage said they had the right people.

"Digital transformation has shifted from the back room to the front room. And the front room is about user experience."
Anne Bologna, Chief Strategy Officer, iCrossing

According to Nigel Fenwick, the Forrester analyst that conducted the study, too often executives have a narrow view of  “digital transformation”—stopping at the marketing or the media side of the operation. He said building a mobile app is no longer enough.

Fenwick, who has spent the past five years examining how companies navigate digital transformation, said CEOs often don’t understand until it’s too late or they wait too long and have to spend more than they would have. Part of the problem is managing existing revenue streams while also disrupting them.


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This story first appeared in the Oct. 30, 2017, issue of Adweek magazine. Click here to subscribe.

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