Digital vision and retailer collaboration
Coca-Cola wanted to strengthen its retailer collaboration in e-commerce, increasing the level of sophistication of its digital strategy before engaging with customers. It believed that retailer collaboration in e-commerce would accelerate the roll-out of this digital strategy by providing a direct link to sales growth.
SparkOptimus supported us really well getting up to speed with digital: helping our organization to define our digital strategic vision and putting it into practice with both consumers and customers.
SparkOptimus helped shape the Coca-Cola digital strategy by providing additional outside perspective to existing international Coca-Cola digital learnings. This formed the basis for collaboration with its key e-commerce partner. We detailed the tools for digital category management, combining quick wins with strategic digital initiatives and defined the new processes, capabilities, and roles & responsibilities in both organizations.
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The digital ‘omnichannel’ vision of serving consumers across both retail and out-of-home channels, as well as different digital channels (mobile, tablet, online) connects to the heart of Coke’s ambition to ‘always have a Coke within arm’s length’. The new retailer collaboration is operating without further support and generating additional sales on both sides.
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VNAB is the trade association of the Dutch co-insurance market, which represents the interests of 96 insurers & brokers. They facilitate large commercial high-risk insurances in the Netherlands through different types of services: supply relevant IT technology products, guarantee knowledge transfer between members, and function as a physical meeting center. SparkOptimus & VNAB jointly defined a vision to work towards the optimal, predictable, and digitally enhanced co-insurance chain for an excellent customer experience. This vision was iterated with members in round table discussions, where they subscribed to the ambition, while expressing the need for a business case before committing to the joint effort.
Biocodex, a global family-owned pharmaceutical company, expanded into the consumer health sector by acquiring IPRAD, a large women's health business, in 2020. Recognizing the growing shift towards online shopping, Biocodex sought to strengthen its ecommerce capabilities. They initiated 3 major projects: e-retail, direct-to-consumer (D2C), marketplace selling, led by a global ecommerce & digital team. These early initiatives highlighted opportunities for further alignment among stakeholders regarding the urgency, current state, and future direction of Biocodex's ecommerce efforts.
In recent years, the energy sector has faced significant disruptions due to the energy crisis and the ongoing transition towards sustainability. Eneco, a leading producer and supplier of natural gas, electricity and heat in the Netherlands, recognized the need to not only adapt to these changing market dynamics but to take the initiative in fostering a shift towards more sustainable consumption behaviours. Their vision was not just to introduce a new product but to catalyze a profound behaviour change that benefits both consumers' wallets and the environment. Driven by a vision to empower consumers with greener, more cost-effective energy choices through dynamic pricing and a broad range of services and products, Eneco partnered with SparkOptimus to kickstart the transformation, set-up and delivery of these innovations.
Budget Thuis is a leading energy and telecom services provider in the Netherlands, committed to providing reliable services at affordable prices. Serving more than a million customers, Budget Thuis holds a prominent position in the industry. Recognizing the substantial potential of Generative AI to enhance internal processes and the customer experience, Budget Thuis faced challenges in realizing its value independently. Therefore, they asked SparkOptimus’ support in identifying and prioritizing company-specific use cases, rapidly testing and proving the value by collaboratively building, testing, and improving MVPs, and designing an organizational setup for long-term, sustainable (Gen) AI innovation.
