1、Global retail trends 2020 Preparing for the new reality KPMG International home.kpmg Global retail trends 2020 2 COVID-19 accelerates the trends that matter most Clearly, COVID-19 has created massive challenges for retailers around the world. For some, it may have presented opportunities. The past f

2、ew months have brought unprecedented uncertainty, complexity and change to the industry. In its wake, some retailers will thrive while others struggle to survive. Interestingly, COVID-19 has accelerated key fundamental trends that were already influencing the sector: business model evolution, the va

3、lue of purpose, the ruthless focus on reducing cost and the increased power of the consumer. Rather than stop these trends in their tracks, the recent shifts in retail fundamentals has made these trends even more acute and urgent. This report highlights the four key trends that we believe every reta

4、il executive should be watching as they rebuild their business towards the new reality. Based on the collective experience of KPMGs network of Retail sector professionals, these trends offer clear indications of how retail markets around the world are changing and how the retail industry is evolving

5、. To learn more about the trends highlighted in this report, we encourage you to contact your local KPMG member firm or any of the authors listed in this report. Ren Vader Global Sector Head, Consumer the products and, based on this, make some important decisions. desire to eliminate costs will like

6、ly be insatiable. Given the massive recent changes in customer expectations Most retailers recognize that conventional forms of cost and demand, all previous analytics will need to be reviewed. cutting are no longer enough to shore up margins and rebuild Stores that were profitable before may no lon

7、ger be so in the the business. Even after the aggressive cost-containment future. strategies rolled out in the immediate aftermath of the response They will likely also view their employees in an entirely new to COVID-19, most retailers recognize they will need to go light. Rather than simply stocki

8、ng shelves and overseeing cash further if they hope to return their business to profitable growth registers, employees will be engaged as valuable customer in the years ahead. Expect to see a flurry of investments experience agents and ambassadors for the brands purpose. focused on improving the val

9、ue of existing assets over the Head office jobs may also start to shift as companies look to coming year. take advantage of new remote-working models and virtualized Some of the more obvious places for investment include ways of working. new technologies to improve the efficiency of supply chain The

10、 most advanced will likely start to manage their customer management, inventory management and shipping and experience and loyalty as if it were as asset, carefully nurturing receiving. These are areas that could yield significant value if the and measuring their stock of loyalty in order to enhance

11、 its value right technologies and operating models are brought to bear. and improve its resilience. There are certainly a multitude of tools and technologies on the market that offer as much. There is no doubt that margins will continue to come under pressure as markets start to rebuild from COVID-1

12、9. Yet rather But this year, we expect to see retailers start to take a closer than simply slashing costs and hiking prices, expect to see look at the value of their other assets namely their stores, retailers start to look for new ways to secure value from their their employees and their customer l

13、oyalty. Due to COVID, existing assets. Impact on retail Global Retailers AI investment In 2022 billion6 US$7.3 billion7 US$340 2550% In 2022 cost saving on effective deployment8 Retail AI cost savingsRPA cost savings 2020 KPMG International Cooperative (“KPMG International”). KPMG International prov

14、ides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated. Global retail trends 2020 9 Case study Delivery services Background: Demand for delivery services has skyrocketed. And that left many existing delivery services Ocado, Deliveroo,

15、 Ele.me and others scrambling to expand their workforce and their fleet. Many have extended offers of temporary employment to gig economy and hospitality workers that have found themselves without work in other industries. Why it matters: Online delivery services saw massive drops in customer satisf

16、action early in the COVID upheaval as supply chains seized and last mile delivery became overwhelmed. This move not only helped the delivery service organizations build rapid scale, it also allowed them to offer jobs to people who had recently been laid off, thereby reinforcing their commitment to t

17、he health of the community. Lesson learned: While some retailers have seen demand and volume plummet, others are looking for ways to quickly scale their service and value proposition. In some cases, organizations will need to invest fresh cash and resources if they hope to meet demand and maintain t

18、heir customer loyalty. 2020 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated. Global retail trends 2020 10 9 2018 Unfaithful Consumer State of the Nat

19、ion report Trend 4: Customer choice comes under the microscope In todays environment, customers care less about breadth their electronics retailers. Around a third said they were of assortment and more about availability. And that could willing to change their travel retailer. The same survey change

20、 the way many retailers operate. extrapolated the cost of customer defections in these three categories alone to be worth almost GBP100 billion Indeed, as countries moved into lockdown status and (US$129 billion).9 grocery store shelves emptied, many grocery retailers started exploring ways of narro

21、wing their focus down To combat this, retailers need to improve the sophistication to a decreased range of high-demand items creating of their loyalty programs, moving away from traditional minimum viable ranges. In doing so, supply chain efficiency points-based systems to instead create integrated

22、and and working capital measures are increasing significantly; unified rewards programs that allow multiple product and few customers have so far complained. service offerings to be bundled together in a way that encourages consumers to dwell in their ecosystem. Once again, COVID-19 has accelerated

23、a shift that had already been underway across the retail sector. For some Secondly, retailers need to explore a wider range of models time now, customers have had an almost unlimited and approaches for gathering and analyzing customer data. selection of items online. Fancy an organic sun-dried Integ

24、rated reward programs may be part of that solution. tomato ketchup? Or a blueberry flavored ketchup? Maybe a So, too, will participation in various platform plays. But ketchup already mixed with mustard? Before the upheaval, expect retailers to start thinking more about how they can consumers could

25、find those, and hundreds of other different partner with others in their customers ecosystem to not ketchup brands, flavors, sizes and packages with just a few only deliver value and improve relevance, but also to capture taps on a smartphone.greater and richer sources of customer data. In the near

26、future, customer expectations will once again You can also expect to see retailers increase their shift. Our view suggests that only two types of retailers will investments into new and emerging technologies. Voice likely survive: those offering a limited yet curated selection ordering via smart spe

27、akers, for example, is allowing and those offering unlimited selection. Those in the middle innovative retailers the opportunity to deliver a more may be the ones that struggle most. convenient on-demand ordering experience (particularly relevant in a shopping environment dictated by isolation We al

28、so expect to see retail leaders think more clearly measures). Others are exploring how blockchain might help about their investments into three key areas: customer improve the value of their loyalty programs. loyalty programs, customer data, and technologies aimed at making the shopping experience e

29、asier, safer and more Ultimately, we believe that the shift towards reduced choice efficient. will likely lead to more efficient supply chains, lower costs and better customer satisfaction. Lets start with customer loyalty or the lack thereof. In a recent (pre-COVID) survey of UK customers, 42 perce

30、nt said they were likely to switch their current food and grocery retailer. Thirty nine percent showed no loyalty to 2020 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG ne

31、twork are affiliated. Global retail trends 2020 11 Case study SMEs in China Background: Alibaba, one of Chinas largest consumer platforms, has rolled out their 2020 Spring Thunder Initiative aimed at helping small and medium enterprises (SMEs) recover and grow during the current health and economic

32、difficulties. The organization is offering capabilities such as resource support and fast track processing, as well as enhanced financial terms through fee reductions and extended immediate settlement services. Why it matters: The two largest consumer platforms in China TenCent and Alibaba already s

33、erved as a primary channel for the majority of Chinas SMEs. Since COVID, these platforms have stepped up to provide help to SMEs in their network and, in doing so, have signed millions of new merchants into their e-commerce ecosystems. A similar suite of programs launched by Alibaba during the 2008

34、financial crisis helped the company reach 40 million SMEs. Lesson learned: The online platforms are not just seeing increased volume and demand as people self-isolate and stores remain shut; they are also signing up millions of SMEs and merchants that will help them expand their ecosystem, enrich th

35、eir customer data and perhaps most importantly enhance customer loyalty. 2020 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated. Contacts KPMGs Consume

36、r & Retail professionals include industry specialists from the KPMG global network of member firms, based in major retail centers around the world. Global Consumer & Retail leadership Ren Vader Global Sector Head, C&R rvaderkpmg.fr Paris, France Anson Bailey Asia Pacific Head, C&R Hong Kong (SAR), C

37、hina Allan Colaco Global Audit Lead, C&R New York, US Linda Ellett C&R Sector Head, UK linda.ellettkpmg.co.uk London, UK Paul Martin Chair Global Retail Steering Group & UK Head of Retail paul.martinkpmg.co.uk London, UK Jessie Qian C&R Sector Head, China Shanghai, China Mark Schmeling C&R Sector He

38、ad, US Chicago, US Gillian Hawkins Global Sector Executive, C&R gillian.hawkinskpmg.co.uk London, UK Maria Mallinos Global Senior Marketer, C&R mmallinoskpmg.ca Toronto, Canada Consumer & Retail country contacts Matt Darby .au KPMG Australia Robert Poole .au KPMG Australia Werner Girth wgirthkpmg.at

39、 KPMG in Austria Fernando Gamboa .br KPMG in Brazil Kostya Polyakov kpolyakovkpmg.ca KPMG in Canada Henrik O Larsen KPMG in Denmark Jukka Rajala jukka.rajalakpmg.fi KPMG in Finland Jean-Marc Liduena jmliduenakpmg.fr KPMG in France Eric Ropert eropertkpmg.fr KPMG in France Stephan Fetsch KPMG in Germ

40、any Harsha Razdan KPMG in India Niall Savage niall.savagekpmg.ie KPMG in Ireland Roberto Giovannini rgiovanninikpmg.it KPMG in Italy Vera Ravasi vravasikpmg.it KPMG in Italy Yoshinobu Nakamura KPMG in Japan Jang-Hun Shin KPMG in Korea Fawzi Abu Rass KPMG Lower Gulf Anurag Bajpai KPMG Lower Gulf Mari

41、o Fernandez .mx KPMG in Mexico Rene Aalberts KPMG in the Netherlands Goodluck Obi KPMG in Nigeria Aura Giurcaneanu KPMG in Romania George Pataraya gpatarayakpmg.ru KPMG in Russia Ron Stuart ron.stuartkpmg.co.za KPMG in South Africa Enrique Porta eportakpmg.es KPMG in Spain Juerg Meisterhans KPMG in

42、Switzerland home.kpmg/socialmedia The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavor to provide accurate and timely information, there can be no guarantee that such information is accur

43、ate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation. 2020 KPMG International Cooperative (“KPMG International”), a Swiss entity.

44、 Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. The KPMG name and logo are registered trademarks or trademarks of KPMG International. Designed by Evalueserve. Publication name: Global retail trends 2020 | Publication number: 136867-G | Publication date: May 2020