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IKEA Place: Revolutionizing Furniture Shopping with Augmented Reality Background

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IKEA Place: Revolutionizing Furniture Shopping with Augmented Reality Background

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IKEA, the Swedish-founded multinational company known for its ready-to-assemble furniture, has been at the forefront of retail innovation. In 2017, IKEA launched IKEA Place, an augmented reality (AR) app designed to transform the furniture shopping experience (IKEA, 2017).

The Innovation

IKEA Place allows customers to:

1. Virtually place true-to-scale 3D models of IKEA furniture in their own spaces

2. Visualize how items will look and fit in their homes before purchasing

3. Share images of their virtual setups with friends and family

4. Access the IKEA catalog and make purchases directly through the app

Key technologies utilized:

Augmented Reality (AR)

3D modeling

Advanced mobile camera and sensor integration

Machine learning for object and space recognition

Implementation

The app was launched in phases:

Initial release in September 2017 for iOS devices using Apple's ARKit

Android version released in 2018 using Google's ARCore

Continuous updates and expansion of available 3D furniture models

Challenges

Despite its innovative approach, IKEA faced several challenges:

1. Ensuring accurate scaling and placement of virtual furniture

2. Dealing with varying lighting conditions and room layouts

3. Managing user expectations about the app's capabilities

4. Integrating the AR experience with the existing e-commerce platform

Solutions and Outcomes

IKEA addressed these challenges through:

1. Continuous refinement of AR algorithms and 3D models

2. Implementing machine learning to improve object and space recognition

3. Clear communication about the app's features and limitations

4. Seamless integration with IKEA's online shopping system

The results were significant:

By 2019, IKEA Place had become one of the most popular AR apps worldwide (Perkins, 2019)

Increased customer engagement and reduced return rates

Enhanced brand perception as an innovative retailer

Valuable data collection on customer preferences and behavior

Impact on Consumer Behavior

IKEA Place has influenced consumer behavior in several ways:

1. Increased comfort with making large furniture purchases online

2. Higher expectations for pre-purchase visualization in home goods retail

3. Greater willingness to experiment with home decor and layouts

4. Shift towards more interactive and immersive shopping experiences

Conclusion

IKEA Place demonstrates how augmented reality can transform the retail experience and influence consumer behavior in the digital age. By addressing the uncertainty associated with online furniture shopping, IKEA has not only improved its own sales and customer satisfaction but also set new standards for the entire home goods industry.

Javornik, A. (2016). Augmented reality: Research agenda for studying the impact of its media characteristics on consumer behaviour. Journal of Retailing and Consumer Services, 30, 252-261. https://doi.org/10.1016/j.jretconser.2016.02.004

Dacko, S. G. (2017). Enabling smart retail settings via mobile augmented reality shopping apps. Technological Forecasting and Social Change, 124, 243-256. https://doi.org/10.1016/j.techfore.2016.09.032

Hilken, T., de Ruyter, K., Chylinski, M., Mahr, D., & Keeling, D. I. (2017). Augmenting the eye of the beholder: exploring the strategic potential of augmented reality to enhance online service experiences. Journal of the Academy of Marketing Science, 45(6), 884-905. https://doi.org/10.1007/s11747-017-0541-x

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iProspect - Accelerating growth at the new intersection of media

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How IKEA evolved its consumer experience | iProspect

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Discover how IKEA has evolved its consumer experience - developing one seamless strategy, integrating online & offline in a multitude of customer experience.

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Case Study: Starbucks - Enhancing Customer Engagement with Mobile Technology

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Case Study: Starbucks - Enhancing Customer Engagement with Mobile Technology

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Starbucks, a global leader in the coffee industry, has consistently leveraged technology to enhance customer engagement and streamline operations. This case study explores how Starbucks adopted mobile technology to connect with consumers, improve customer experience, and drive business growth.

Challenge

By the early 2010s, Starbucks faced increasing competition from other coffee chains and independent cafes. The company needed to find innovative ways to maintain customer loyalty and attract new customers. The challenge was to integrate technology in a manner that would enhance the overall customer experience and differentiate Starbucks from its competitors.

Solution

Starbucks implemented several key technological initiatives to address these challenges:

Starbucks Mobile App - Starbucks - Apps on Google Play

Concept: Develop a mobile app that allows customers to order and pay for their drinks ahead of time, earn rewards, and receive personalized offers.

Technology: The app integrates with Starbucks’ point-of-sale system and uses data analytics to personalize the customer experience.

Impact: Customers can skip the line by ordering ahead, earn rewards for their purchases, and receive tailored promotions based on their preferences and purchase history.

Mobile order and Pay

Feature: Introduced within the Starbucks app, this feature allows customers to place orders from their mobile devices and pick them up at their convenience.

Technology: Utilizes real-time data to manage order flow and reduce wait times.

Impact: Increased convenience for customers, reduced congestion in stores, and improved operational efficiency.

Starbucks Rewards Program (Starbucks® Rewards – Order Ahead, Endless Extras, Free Coffee: Starbucks Coffee Company)

Integration: The mobile app is integrated with the Starbucks Rewards program, enabling customers to earn and redeem points seamlessly.

Technology: Uses machine learning algorithms to analyze customer data and offer personalized rewards and promotions.

Impact: Enhanced customer loyalty and increased frequency of visits.

Results

The adoption of mobile technology significantly transformed Starbucks’ customer engagement strategy. Key outcomes included:

Increased Customer Convenience: The ability to order and pay ahead of time reduced wait times and improved the overall customer experience.

Enhanced Customer Loyalty: The personalized rewards and promotions offered through the app increased customer retention and loyalty.

Operational Efficiency: The integration of mobile orders with the point-of-sale system streamlined operations and reduced in-store congestion.

Starbucks’ strategic use of mobile technology not only addressed its immediate challenges but also positioned the company for long-term success. By leveraging data analytics, machine learning, and mobile integration, Starbucks enhanced its customer engagement, operational efficiency, and market presence. This case study highlights the transformative potential of mobile technology in driving business growth and customer satisfaction.

(Grace)

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R.M.Williams Invests in Omnichannel to Scale Globally (Loretta)

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R.M.Williams Invests in Omnichannel to Scale Globally (Loretta)

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R.M.Williams is a renowned Australian brand known for its handcrafted leather boots, apparel, and accessories. Established in 1932, the company combines heritage craftsmanship with modern retail practices, aiming to deliver a premium shopping experience across both physical and digital channels.

Challenge:

R.M.Williams faced outdated systems that hindered their ability to offer a seamless customer experience and to support the brand’s digital transformation goals. They needed a robust omnichannel solution to connect their in-store and online operations, manage inventory more efficiently, and enhance customer interactions.

Solution:

The company implemented NewStore’s mobile-first omnichannel platform, integrating point of sale (POS) and order management systems. This technology enabled store associates to use iPhones for various tasks, including checkout, inventory lookups, and customer engagement. The platform supports real-time data synchronization across all touchpoints, providing a unified view of customer interactions and inventory.

Results:

The implementation of NewStore's platform resulted in significant operational improvements. R.M.Williams achieved a 78% customer email capture rate, which enhanced customer relationship management and marketing efforts. The streamlined checkout process reduced wait times and improved customer satisfaction. It increased efficiency in in-store operations, with associates equipped with all necessary data at their fingertips. The integration also allowed the company to capture valuable customer data, leading to personalized shopping experiences. The technology facilitated strong sales growth, particularly highlighted by a successful 2022 holiday season.

This transformation underscores the importance of adopting modern retail technologies to remain competitive and deliver an enhanced customer experience in an omnichannel environment.

NewStore. (n.d.). RM Williams case study. https://www.newstore.com/resource/rmwilliams-case-study/

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R.M.Williams Invests in Omnichannel with NewStore

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R.M.Williams chose the NewStore Omnichannel Platform to streamline associate-customer interactions, resulting in record sales for the 2022 Christmas period.

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Case Study on Gucci adopt Virtual Fitting Room to Boost Online Sales

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Case Study on Gucci adopt Virtual Fitting Room to Boost Online Sales

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Gucci is the first luxury brand which adopted VFR.  They partnered with Snapchat to launch an augmented reality shoe try-on campaign. It created a virtual lens that superimposed and overlaid a digital version of the shoe on the shopper’s foot when the foot was photographed using a cell phone camera.

Along with the Shop Now button, which guides shoppers to its online store, Gucci achieved 18.9 million Snapchat users and reported positive return on ad spend, which is a marketing metric that measures the amount of revenue earned on all dollars spent on advertising from this campaign.

In 2022, Gucci revolutionized the online shopping experience by introducing an augmented reality (AR) feature in their app. Customers can now virtually try on shoes using just their smartphone camera. This innovative approach resulted in a remarkable 300% surge in online sales for the renowned brand.

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Visit our Digital Showroom for personal styling, a selection of pieces from the latest collections and bespoke guidance on gifting. Your virtual appointment will take place through a one-way video call, meaning your Client Advisor won't be able to see you.

Schedule a visit to our Digital Showroom whenever suits you best. Once you pick the date and time, a Client Advisor will contact you to confirm and plan your Gucci Live appointment.

Your camera will remain off during your appointment.

A Client Advisor is available to welcome you in our Digital Showroom right now.

Your camera will remain off during your appointment.

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GUCCI Live | Digital Showroom & Virtual Store | GUCCI® US

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Discover the Gucci Live virtual shopping experience; explore the latest collections with a Gucci client advisor from the comfort of your home. Learn more.

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Domino's Pizza success in their Digital Transformation (Sundeep)

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Domino's Pizza success in their Digital Transformation (Sundeep)

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One main reason that Organizations undertake Digital Transformation is to make money and ensure the ROI happens. "Domino’s has defeated its long-time rival, Papa John’s, to become the dominant pizza shop, world-wide. Its stock has outperformed even Apple and Amazon over 7 years." (Ref 1).

Domino's Pizza had made a big leap of 2000% growth in a ten-year period in terms of its Market Cap.

Forbes wrote "With so many of today's enterprises talking about digital transformation, what Domino’s has done over the last decade during outgoing CEO J. Patrick Doyle’s tenure is a case study on how digital transformation leads to business value." (Ref 3)

Challenges faced by Domino's Pizza.

In 2010 Domino's Pizza was in troubled waters. The share price was below $10. (Ref 2). And additionally, there was a widespread reputation of Domino's Pizza that it was priced cheaply comparatively but does not taste good. There was a need to track this feedback, fix issues that were raised by customers and reverse the reputation with its customers.

Digital Transformation Strategy

1. 'In 2012, Kelly and Dennis Maloney, the Chief Digital Officer, went to the Board and outlined the threats to the business. They introduced the idea that to survive, they had to start thinking themselves as an “e-commerce company that happens to sell pizza.” ' (Ref 3)

2. Organizational Change in culture to adopt the Digital Transformation. This was done as a prep task before the major Digital transformation was executed.

AI used by Domino's Pizza

1. To enhance user experience, Domino's through its AI capabilities send reminders even after 2 weeks and suggest customer with some choice using sales promotions.

2. Dominos are now making pizza upfront based on sentiment analysis. Also, it makes decision when to put a hold on the manufacturing line when there are no available drivers. So, these help in decision making is the Domino's latest use of AI. (Ref 4)

Data Driven Organization

1. Domino's have developed a great data strategy, which helps it to make business decisions and digital transformation using the accumulated Data.

2. Big Data - "Data captured through all its channels – text message, Twitter, Pebble, Android, Amazon Echo – to name just a fraction – is fed into the Domino’s Information Management Framework. There it’s combined with enrichment data from a large number of third party sources such as the United States Postal Service as well as geocode information, demographic and competitor data, to allow in depth customer segmentation." (Ref 5)

User Experience

1. Tracking the order from the moment the user enters until the Pizza order is delivered on customer's doorstep. The entire buying & delivery process is broken-down into smaller milestones and every single milestone is tracked to the end with timestamp. This really enriched the user experience for Pizza customers.

2. Quality check was a focus area in Domino's Digital Transformation strategy to ensure that user experience was on top notch.

ROI - What Digital Transformation did to the Business.

In 2016 the share price was around $160 that was 16 times more than what it was in 2010. Domino's was the 2nd largest pizza chain in the world by 2016.

References

1. How Data Creates Trillion Dollar Firms: The Case Of Domino’s Pizza (forbes.com)

2. How Domino’s Pizza Reinvented Itself (hbr.org)

3. How Domino's Transformed Into An E-commerce Powerhouse Whose Product Is Pizza (forbes.com)

4. Domino's is using AI to make pizzas before people order (qz.com)

5. Big Data-Driven Decision-Making At Domino's Pizza (forbes.com)

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In conventional terms, Domino's Pizza is a winner. Its CEO, Rich Allison, was on CNBC's Mad Money yesterday, touting Domino's strong post-pandemic financial performance, its almost-2000% growth in market capitalization over 10 years, and its successful digital transformation. Domino's has defeated its long-time rival, Papa John's, to become the dominant pizza shop, world-wide. Its stock has outperformed even Apple and Amazon over 7 years. But in the digital age, the challenge for Domino's to become a lasting success has only just begun.

I learned why in my conversation with business analyst Ray Wang, author of the illuminating new book, Everybody Wants to Rule the World (HarperCollins, July 2021). Wang explained that in the digital age, Domino's real long-term competitor isn't Papa John's: it's Door Dash, which already has a market capitalization three times that of Domino's, as shown in Figure 1. Wang predicts that by 2050, the global marketplace will comprise around 50 giant duopolies. In each market, there will be only two dominant digital giants. 90% of the current Fortune 500 will have disappeared. Domino's chance of being one of the long-term winners will depend on data more than pizza.

Figure 1: Market cap: DoorDash, Domino's Pizza, and Papa Johns
Stephen Denning

The Case Of Domino's Pizza

Steve Denning Can you tell me why Domino's long-term future depends on data more than pizza?

Ray Wang: It's scary. Domino's Pizza is the poster child for digital transformation. You can order pizza any way you like. You can order on Alexa. Their back-end logistics and capabilities are amazing. Automation and artificial intelligence (A.I.) are there. If you order pizza on a Friday at five p.m., Domino's knows, two weeks later, to remind you that, maybe you want to order a pizza?

So you ordered a pizza. Great! Domino's tracks the pizza from the time it's ordered. It goes to the oven. It sends you a message: it's five minutes away! It's one minute away! Are you ready to eat? And you've already paid for it online. You can take a picture of the pizza, run it through an A.I. bar and it will tell you the quality of the franchisee. It's amazing. They are one of the few firms to have won the battle of digital transformation.

Steve: So what's the problem?

Ray: Think of how often people order from food delivery apps, not just Domino's. You might want Thai food delivered from your favorite local restaurant. Or Italian, or maybe some Polish specialty? Or something German? Maybe French? It's all being delivered. The long-term winner will be the firm that can offer all of those specialties, not just one.

And in the middle of the pandemic, the food delivery apps like DoorDash, began taking the essential steps to become the dominant digital giant in the food sector, particularly, dis-intermediated customer account control. Small businesses gave their customer data willingly to these food delivery apps, saying, "Take our customers: just order from here!" And then these delivery app companies took the payment information. They started tracking the data. They could understand from your zip code whether you are in high end or downscale area. And they started to understand the data. And over time, instead of working with hundreds or even thousands of customers that a small restaurateur work might have, they start to have millions of customers. And so they dis-intermediated customer account control. They were competing for data supremacy. They built the largest network they could. They basically took customers from the small businesses. They were competing on data. They use that information to improve their products, improve their offerings.

Now they are able to go on to do digital monetization through ads, search products, services, memberships and subscriptions. They can think long-term to win in these markets.

And the challenge for a firm like Domino's from here on is hard. Because what do they do? Do they go head on with these delivery apps and offer more products? That will be tough because the categories are already taken and Domino's doesn't have culinary expertise in all those categories.

So if I was advising Domino's, I'd suggest offering, "Delivered by Domino's!" and allow small businesses around the country to use Domino's digital infrastructure and its digital technology to join with Domino's in creating a separate joint venture startup, in which they could participate and help local businesses succeed and create partnerships with payment organizations and improve that capability along the way.

We'll see if they have vision the the willpower, and talent, and the courage to persuade their board and their shareholders to think of Domino's in the long term as a potential digital giant.

Creating A Data-Driven Digital Network

Steve:And so they would need to launch a digital data network-in effect, a food delivery ecosystem?

Ray: Yes, it would be a data driven digital network, Domino's already has the platform. Now they can license that to other restaurants.

Steve: What does that involve?

Ray: To accomplish this kind of transformation, a firm has to start changing the mindset of the organization, including the following steps:

· It's about changing the life cycle of the organization and finding a catalyst, a turnaround catalyst; sometimes an owner-operator or more investment comes in.

· They have to attract the right talent.

· It means taking advantage of a new technology to change how the offerings are being delivered.

· It may mean changing markets. Instead of thinking about geographic markets or verticals, a firm might have to think about where its data value chains are and how they play a role and how they want to capture that upstream and downstream data in that value chain

· It may mean invigorating or removing shareholders that don't understand what a long-term mindset looks like. It may also need some board education,

· It means building partnerships and ecosystems that can compete with the Agile giants who are investing ten times what a firm is doing with capital expenditures. Some companies are in the process of making that shift.

Steve: Are C-suites up to the challenge?

Ray: Even if they are, boards are often not. And that's where a lot of the challenge is occurring.

Steve: Why is that?

Ray: Boards often don't want to rock the boat. The average independent board member sits on three or four boards. Their their mission to make sure that shareholders get what they want. But the main challenge isn't in the independent board directors. It's really in the 40-50% of companies that have a similar ownership structure, whether it's investor groups or pension funds or sovereign wealth funds. Those groups have a lot more influence than people realize. It's a concentration of control.

And read also:
Why The Entire Economy Will Be Run By Digital Giants Why Ecosystem Firms Are The Future Of Management

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How Data Creates Trillion Dollar Firms: The Case Of Domino's Pizza

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Why Digital Transformation Is Not Enough

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Spotify is the world’s leading music streaming platform and has revolutionised how people listen to music by offering its users a highly personalised listening experience. Several digital technologies have been employed to help them reach this point including:

Data and machine learning: Spotify collects vast amounts of user behaviour data, including listening habits, song skips, search history, and playlist creation, analyses this data, and uses it to build a comprehensive profile for each listener. This can then be used to deliver tailored listening recommendations and personalised playlists to the user. Machine learning algorithms analyse the behaviour of users with similar tastes to recommend new songs and artists. These tactics have been hugely successful in keeping users engaged with the platform and in introducing them to new artists – a study reported that over 40 million users have discovered new music through these personalised playlists. The Spotify Wrapped experience (an annual personalised recap of most played artists, songs and genres) is another great example of how Spotify uses data to connect with users and build a sense of community. Spotify Wrapped turns users listening habit into shareable statistics, and this generates over 15 billion social media impressions annually.

Natural Language Processing (NLP): Spotify also uses NLP to analyse lyrics, reviews, and social media mentions, to understand the sentiment and context behind each track. This allows for personalised playlists to be curated not only based on user preferences, but also on current moods and trends. Spotify’s research found that these enhanced playlists have a 45% higher engagement rate than those created without NLP.

Cross-platform compatibility and integration: Spotify have made sure they integrate with a range of smart devices like TV’s, gaming consoles and speakers. They have also partnered with several automotive brands to have Spotify within vehicle infotainment systems. This allows their users to have a consistent and uninterrupted listening experience across the platforms and devices they have.

These are just a few of the ways Spotify has successfully leveraged data, machine learning, natural language processing, and cross-platform compatibility and integration to build and retain a loyal user base. They are continuously working to better understand their users and innovate accordingly.

Reference:

Renascence. (2024, September 4.). How Spotify Delivers a Unique Customer Experience (CX) with Personalized Music Recommendations. https://www.renascence.io/journal/how-spotify-delivers-a-unique-customer-experience-cx-with-personalized-music-recommendations

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How Spotify Delivers a Unique Customer Experience (CX) with Personalized Music Recommendations

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Spotify, the world’s leading music streaming platform, has revolutionized how people listen to music by offering highly personalized experiences. Through advanced algorithms, data analytics, and a commitment to user engagement, Spotify provides tailored music recommendations that cater to individual tastes and preferences.

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Westpac, is one of Australia's oldest banks, got onto a significant modernisation and transformation journey to improve its operations and end user experience. This mammoth initiative involved deploying 5,000 plus devices across Australia in 944 sites, this is a massive undertaking and it made possible through strategic partnerships with their technology provider Cisco and the CX team.

Key Components of the Transformation:

SD-WAN Implementation:

Automation and Optimisation: SD-WAN technology played a vital role in automating network processes and enhancing cloud connectivity for Westpac. This innovation enabled the bank to streamline its operations and boost overall efficiency.

Performance Enhancement: The introduction of this technology resulted in a remarkable 28% improvement in application performance at branches, facilitating quicker and more seamless service delivery.

Consistent Uptime: Impressively, Westpac achieved a 100% uptime across all 944 branches, ensuring that customers experienced uninterrupted service.

Cost Savings: By increasing bandwidth tenfold while simultaneously reducing costs by 50%, Westpac significantly enhanced its cost-efficiency.

Factors Contributing to Success

Strategic Partnerships: Collaborating with Cisco and the CX team provided Westpac with the necessary expertise and resources to execute this large-scale project successfully.

Automation: The use of DevOps-style automation was essential for the efficient deployment and management of the new network infrastructure. This approach minimised manual intervention and reduced the risk of errors.

Network Optimization: SD-WAN enabled direct connectivity to cloud providers, reducing latency and improving overall network performance. This was critical for supporting the bank’s digital services and applications.

Future Prospects

This transformation has opened up exciting new opportunities for Westpac. With their applications now free from the constraints of outdated network limitations, the bank is in a prime position to harness emerging technologies and provide even better services to its customers. Their journey of modernisation has not only enhanced their current operations but has also laid the groundwork for ongoing growth and technological progress.

Westpac’s journey highlights the significant influence that thoughtful technology investments and partnerships can have on improving operational efficiency and boosting customer satisfaction. This case study offers valuable insights for other financial institutions aiming to modernise their infrastructure and enhance their services.

References:

Cisco. (2021, March 30). Westpac modernizes with digital transformation [Video]. YouTube. https://www.youtube.com/watch?v=6U6cEAPiURw

Spencer, L. (2023, May 23). Turning boulders into pebbles: behind Westpac’s cloud journey. CIO. https://www.cio.com/article/350295/turning-boulders-into-pebbles-behind-westpacs-cloud-journey.html

TECH IN 10: Westpac branches’ bandwidth boost. (n.d.). Westpac. https://www.westpac.com.au/news/making-news/2021/04/tech-in-10-westpac-branches-bandwidth-boost/

Westpac continues branch tech upgrade with rollout of MS Teams Calling. (n.d.). Westpac. https://www.westpac.com.au/about-westpac/media/media-releases/2021/16-september/

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Westpac modernizes with digital transformation