perceive to be the evolution of the market and customer needs , and how we believe those needs should be addressed .” Misseri highlights the success of this strategy as a key component of the wider transformation ’ s achievements , emphasising how vital it remains to the ongoing process . “ Everyone in the company acknowledges the need for change and has aligned with the vision ,” he says . The most difficult part of a digital transformation is the people aspect . Having people accept the situation , the need for change , and contributing to developing the strategy and to executing it will lead us to where we need to be .”
This people-driven attitude permeates Bluebell ’ s digital transformation strategy , with a particular focus on establishing solutions internally that maximise the value of consumer information and insights . “ We are investing more resources and money into analysing customer data , but are still at the beginning of our journey ,” says Misseri . “ We have the main building blocks in place , and have begun analysing data to inform business decisions . For instance , our work with Emarsys ,
“ The next stage of the journey will be scaling the initiatives that have been piloted on specific brands and territories ”
— Alex Misseri , Head of Digital Transformation and Revenues , Bluebell Group through the CRM component , is helping us to better understand our customers . We are also trying to incorporate social listening based on AI .” Artificial Intelligence is starting to be leveraged in various parts of the business : “ We are currently doing a proof of concept with Chain of Demand in order to predict demand for various products based on historical primary data and various types of public data , in order to improve what we call ‘ our buys ’: which products , and in what quantity , we buy from the brands we work with .” The aim , Misseri says , is to optimise the merchandising of the stores , both online and offline , based
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