Owning the Experience Without Owning the Transaction, with Vera Skocic, Head of Customer and Strategy (Consumer & Commercial) at Techtronic Industries (Ryobi)

Transcript

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Speaker 1 (00:00):

Welcome to Unpacking the Digital Shelf APAC Edition, where we explore the unique challenges and opportunities shaping digital commerce across Asia Pacific, with insights from the region's top experts.

Speaker 2 (00:24):

Welcome back to Unpacking the Digital Shelf the APAC edition. On today's episode, I'm joined by Vera Skokik, head of customer and strategy, consumer and commercial at Techtronic Industries, the manufacturers of Ryobi. Vera is a senior executive with over 20 years experience leading global and domestic brands through significant customer and digital transformation. She has held senior roles at Australia Post and the Good Guys, co-founded digital startup, that sugar movement, and consulted extensively to the C-suite on how to build top and bottom line growth to drive business and customer value. Wow, that was a mouthful. Welcome, Vera, to the show. I'm pleased to have you on the show today to chat and have you share all of your wisdom with our listeners.

Speaker 1 (01:12):

Oh, thank you, Theresa, for having me. I'm really excited to talk about this today.

Speaker 2 (01:16):

As are we. Vera, you've had a very long and successful career in data, MarTech, and customer experience, and you haven't always been on the brand manufacturer side. So where I'd like to start is, can you walk us through your background and how you landed at Techtronic Industries, now leading customer strategy and experience for Ryobi?

Speaker 1 (01:38):

Yeah, thank you. So early in my career, I did start in retail and franchising and I guess learned about the importance of cross-functional collaboration to deliver transformation agendas for organizations like the Good Guys. In that role, I picked up the insights and segmentation and really built that function up to the point where we could understand who our key customers were, how we needed to treat them in store, the types of brands that they would be purchasing,

(02:13):

The value that they had. So that was a really great role alongside campaign, community partnerships and other components of really making the local proprietor the local hero. I then made a pivot into B2B, worked with Australia Post, and the team and I worked on using Salesforce as a means of digitizing the sales process for our enterprise corporate and government customers. So a lot of marketing automation, lead nurture, lead scoring, which was quite new at the time, so that was amazing to work on there. And then did five years where I was working on my own. So wanted to really test the waters and work with the cross-section of Australia's companies and working with C-Suite on how do we actually drive transformation across the organization. So had worked in MarTech Advisory, and as you mentioned, also led a digital startup. And then when it came to working with Techtronic Industries to lead the next five, 10 years of Riobi's customer and digital transformation agenda, it was really almost an amalgam of all of the things that I'd done in the past.

(03:31):

So in my role currently, I look after marketing, customer experience, CRM and loyalty, a personalization agenda, and also all of our digital platforms, which is evolving as the market does as well. So yeah, it's been a interesting road across B2B and B2C. And I think the changes that we see in our industries is what keeps it exciting as well as the people that you work with along the way.

Speaker 2 (04:03):

Yeah. It's interesting because my career mapped a bit of a similar path, various industries. And I feel like that sometimes certain industries can become very insular in really focusing on recruiting from within the industry, looking at direct competitors for insights and to help shape future direction. When you look at your background as a bit of a platform with an array of different experience and you've bought that to Ryobi that I would assume brings very, very different thinking into the role that you play within that organization.

Speaker 1 (04:45):

Yeah, that's very true. Look, there are some amazing people at Techtronic at TTI that have grown from early stage in their career and really been able to leverage a lot of knowledge around the industry. That said, consumers are not always twenty four seven shopping for garden equipment and power tools. They are also shopping at the supermarket. They're doing things with their kids. We are doing a lot of different things. So having that customer perspective and understanding that your product and brand is not always front and center for them, I think is a lens that people like myself and yourself bring to the table. So often when we're recruiting for people within our team, we're looking for those that have worked outside the industry and even our exec leadership team, we're really looking at brands like Nike, like Apple, like Ikea, brands definitely outside of our category so that we're not me too and we continue to lead and innovate with some of those brands in mind.

Speaker 2 (05:57):

Yeah. As you're talking, it springs to mind one of my favorite sayings, which I'm often parroting out to our clients and when we're in training, which is that consumers and shoppers, they don't benchmark by category. They don't sit there and go, "Oh, well, this experience isn't as good because well, they're in this category." So it's okay for them to be mediocre. They benchmark you against the best of the best experiences in market and they don't delineate by category. So I think you're absolutely right.

Speaker 1 (06:26):

Yeah.

Speaker 2 (06:27):

Okay. So I wanted to dive into some of the really interesting strategies and initiatives you've been deploying at API and Ryobi specifically. So Ryobi is obviously an Australian household name, but the entire range locally is sold exclusively through Bunnings. That's right. Yeah? Yes. And so that means you don't own the transaction and your channel strategy is extremely focused. So what I'd like to unpack just to start off with is how do you think about influencing the path to purchase and building a direct relationship with customers and end users through data in that model?

Speaker 1 (07:05):

Yeah, so there's a couple of elements there that I might just talk through. One is you're right, we don't own the customer transaction. Bunnings owns that. And so all roads lead to our exclusive partner, our exclusive retail partner and getting customers to shop in store. So when we have a look at where we insert ourselves into that conversation, it is really around building a brand that is familiar and well-known, that has a range of products that customers want for their different projects in and around the home, and making sure that we are resonating with the right audiences. Now, some customers, and we can all ... If I assembled a group of people around Dinnertable, you could immediately think of some that are very well conversant and confident in their DIY abilities and others less so. And the ones that are more comfortable in that category will probably go direct to Bunnings and bypass our channels.

(08:14):

They might look at what is the latest product that we're offering, but they're really going to be shopping straight in store. For those

Speaker 2 (08:23):

That are less- They're already in category. Exactly.

Speaker 1 (08:26):

Yeah. We see this interbrand journey as working. Riobi's like the bus stop is the analogy that I give to my team,

(08:35):

And our role is really to help customers that are less clear on which of our 200 plus products they need for their different project, and then also drive that post-purchase experience as well. So helping them with onboarding, if they need assistance with their products and accessories, maintenance tips, all of those things. So I guess where I'm getting to is that some of the ways that we've been looking at the customer journey in the past was really drive traffic to our website, have a product library on the site and then push them straight into the Bunning store. That's just not how customers work anymore. So in our website, we overhauled that a couple of years ago. We spent a lot of time lining up our product data, getting all of that right, that taxonomy, the product architecture, some of the information that was on there, really starting to look at how do we optimize that web experience.

(09:42):

That was a big piece. We've built digital features such as you can add an item to a wishlist, so you're creating a bit of a shopping list of sorts. More recently, we've introduced product comparison tools where you can literally compare up to four products and eyeball the features and benefits of each of those to try and understand which product is right for you.

(10:08):

And then more recently, we've linked that wishlist that I mentioned earlier to the Bunning shopping cart. So the intention there was really to understand the signals that customers are giving us in terms of intent data, so how do we build those features? And then again, as I mentioned, using our side as the bus stop to convert those customers and then push them straight back to Bunnings as qualified leads, really, for want of a better term. So it means then that we've done our best to help customers pick the right product. So we reduce product returns on the other side of the transaction. And it also means that we're driving quality leads to that site as well, which is really the end goal.

Speaker 2 (10:55):

But I love that in terms of using that intent data for the purposes of moving them through the funnel in a connected fashion in order to drive an outcome that's desirable for Ryobi, obviously, but also the right outcome for the customer. You talked about the piece around ensuring that they're buying the right product to minimize the return on product, which is a good outcome for both Ryobi and the shopper.

Speaker 1 (11:23):

Absolutely. And I think when we first started, we had where to buy data was really the only signal that customers were keen to go and shop in store. Now we have more of a stitched up journey where we can also start to implement nudge tactics like email to say, "Hey, Theresa, you've got this sitting in your wishlist. Would you like to purchase it? " So we're getting smarter and smarter and it's starting to embed some personalization as well, which I don't think we've seen in the category typically. So that's something that we're quite proud of that we're spearheading that kind of an elevated conversation or personalized conversation with consumers.

Speaker 2 (12:08):

I'm not sure we see it much within category or outside of category, to be honest, in our local market. I think it might feel fairly basic and obvious, but they're actually really smart.

Speaker 1 (12:22):

Yeah. And I think again, it's the benefit of ... We may not know DRY, but we can really sit squarely in the shoes of the customer. And so those different innovations and digital features that the team are building make sense to us because we can relate to it. I may not know the right drill to pick for a particular project, but I can definitely understand the mind of the customer and what they want to achieve and what are the signals that we need to receive from them to help them along that journey.

Speaker 2 (12:56):

Yeah, I love that. And so from what I also understand from a strategic point of view, it's not just how you're capturing behavioral data from a web point of view and how you're connecting that experience, but you've invested quite heavily in member programs and member program experiences and looking at the role that warranty can play to build that direct relationship with the end shopper and user. So do you want to talk a little bit about that and what that has done to support build of your data asset and how you're then using that data?

Speaker 1 (13:36):

Yeah, absolutely. So when we started, I think we just had a handful of marketing automation journeys. And when I say that, that is email journeys that are sent to customers that register their products on the MyReobie member portal to receive their extended warranty. So typically products have a four plus two warranty, so you would receive six years if you registered your products on our MyReobi portal. Now, obviously that drives our first-party data ambition, but for the customer as well, it means that they can store their receipts in an online environment. They don't need to ruffle through the top drawer or that corner of the breakfast bar that everyone has all of their important papers. So that was an important part of the process that the business built early into their My Riobi experience.

Speaker 2 (14:39):

What we've done in the last- And if I can stop you there before you keep going, Viera, I think there's two really important messages out there for our listeners, which is ultimately the things you're talking about, it's about value exchange. Yes,

Speaker 1 (14:51):

Definitely. So

Speaker 2 (14:52):

Foremost, that ability to build your first-party data asset comes from a really compelling value exchange. And the two elements for me that just struck me on the basis of what you're talking about is firstly, that simple proposition about four plus two, I get two extra years warranty, which is really compelling for an end shopper, but also the value that comes from make it really easy for me to find my receipt over time because where did I put that receipt?

Speaker 1 (15:20):

Exactly.

Speaker 2 (15:21):

And I know the manufacturer has it, which is helpful again for me when I want to go and leverage my warranty. So you've connected the two really nicely through the value exchange. And so sorry, as you were talking, it just really- Thank you for calling that out. ... in terms of what you've done and how important that is to get that right.

Speaker 1 (15:38):

It was really critical to the business, and I think this is where they are fortunate to work in a forward thinking organization where the foundation was already really solid before myself and the team joined the business for and a bit years ago. Where we've taken it since is, okay, well, how can we ensure that we're connecting with the customer at different parts of the journey? So once they've registered their tool, there's a welcome journey that we've built where we can talk to them about all the benefits of our member experience program, our loyalty program. And equally then we have journeys around accessories that you can attach to your products or complimentary products. So naturally for us, there's a cross-sell, upsell component, but it's really about creating stickiness on the platform. The other piece is that we have now maintenance journeys. There's over, I think there's around 130

Speaker 2 (16:39):

Maintenance

Speaker 1 (16:40):

Journeys for different products. So we work with our PX team and we sit down and also with the CX team and we understand what are some of the challenges that customers have. A lot of these products might sit in the shed for the bulk of winter, for example. So spring comes, they've forgotten how it works or something isn't catching properly, and they are simple fixes, but can really derail that small window of motivation we might find on a Sunday morning to get the job done. So our goal there is to make sure that we have information that we're serving to customers around how to maximize the use of their product and their product experience. And party to that, we also have a support site as well. So a lot of that content we try and scale across different channels. So on our product pages, we use it as proactive nudges on why purchase this product.

(17:40):

On the other end of the spectrum, we surface that information in the emails that I touched on, and then also on the support side as well. So customers can easily search for help and assistance on how to maximize use of their product and really just, I guess, have the full experience of being a Riobi customer.

Speaker 2 (18:03):

And it's a really interesting one because what you are saying, it challenges brands, particularly in high involvement categories with longer lifecycles to really think about product content management beyond the PDP and how do you manage that content and what's important across the full product lifecycle Because what you're talking about here, all of those lifecycle comms and journeys, yes, they're built off the back of data, but they don't exist and they're not compelling and engaging and performing their role if they're not powered by this compelling, timely relevant product content that exists beyond the pre-purchase stage.

Speaker 1 (18:50):

Yeah, that's right. So we've done a lot of work in the backend around understanding, firstly, what's the experience that we want to deliver? So there's 15 moments that we typically talk to across our customer journey, and then what do we want that to look like? Then how do we measure that?

(19:12):

And then what's the work that has to be done to deliver on that vision, if you like? So when you called out earlier in our discussion that we don't own the customer transaction, but we very much own the customer experience and how they can make sure that they pick the right product and get the full benefit of it and have that value exchange. So part of that value exchange is not just us giving them their warranty, but making sure that they can really enjoy that product for the six years that it is under warranty as well. So we've- And make

Speaker 2 (19:47):

Sure they're getting the most out of it because the likelihood for them to come back and buy again is on the basis of how good was my end-to-end experience, not how good was my experience up to the point I purchased it and then you left me alone.

Speaker 1 (20:00):

That's right.

Speaker 2 (20:01):

And

Speaker 1 (20:01):

That's where Bunnings is so key to that too, because obviously they're a big part of that experience, their staff on the floor, how they manage the returns process, all of those pieces, helping them pick the right product. So really for us, we're looking at what are the areas of strength, things that we're strong in that customers really want? And then how can we mimic that across multiple touchpoints so that the experience is as seamless and consistent as possible?

Speaker 2 (20:34):

But the data gives you the right to play and be able to do that in the sense that given you're very focused from a channel point of view, if you didn't have these strong propositions in place, if you didn't have a really strong underlying first-party data strategy that thinks about how do we collect the right signals and data to connect that experience and manage the lifecycle over time, you've really built that right to play end to end. It doesn't happen by stealth.

Speaker 1 (21:03):

No, we believe ... Look, we are one of Bunning's top suppliers, if not number one, arguably. We are the number one DIY and garden brand in Australia and New Zealand, one of the biggest globally as well. So that is a mantle that we want to keep, and we really work hard to hold onto that. The other piece, you touched on our data and our first-party data, and we are very intentional about what we collect and how we

(21:38):

Use that to drive a better experience. The other piece where we've done a lot of work over the last few years is stitching some of our systems of engagement together as well. So looking at, as I mentioned, we overhauled our website a few years ago. We also then looked at our DAM, our digital asset management, and then also our product information management platforms as well. And how do we create a triangle of trust, if you like, across those three data sources and platforms? And that's been something that's been, I guess, in the making for several years, but that also really starts to drive some efficiencies and helps us amplify the right messages and helps them show up consistently across those channels so that the information that's there is always current and correct and we're not chasing our tail, which I think some brands tend to do sometimes.

(22:38):

There's a lot of heavy lifting that happens manually behind the scenes. So we've removed that from our workflow.

Speaker 2 (22:46):

And I think that's really important. What is those foundations you need to put in place from a tech point of view that underpins your strategy and your direction? I love the fact you've talked about DAM and PIM or product experience management alongside of what you're doing on the shopper data side, because the reality is you need both to deliver the experience. Absolutely. You can't just be really focused on customer data and shopper data without the other side, that's what fuels the experience. But equally, the product information will only get you so far as well, particularly if you want to build this true end-to-end direct experience where you're nurturing the relationship with the shopper over time. So that's a really good segue into just exploring a little bit more around tools and platforms. You've obviously got a really extensive background in MarTech. You know your way around a stack, which is awesome.

(23:41):

So for those out there that are listening from a brand manufacturer perspective, because I think if we think about our local market, I would say tech is an area for a number of brand manufacturers where there's less maturity than what you are speaking about that you've done at Ryobi and what you're leveraging. So if we think about the stack and whether that's to support content at scale, deliver personalization and the omnichannel experience, what do you think are some of the most foundational and important components of that stack that you need in place if you are wanting to deliver on that seamless omnichannel experience for shoppers and customers?

Speaker 1 (24:30):

So I think that the data piece is really important. Just understanding what data do you need and where should it be housed and how is it accessed by different areas? Because oftentimes I think people don't really realize the silos that they've inadvertently created in terms of where information is stored and then how you can, I guess, utilize that for multiple purposes. So data is a big thing, and often your platform partners can be ... They are more than happy to help you. So we are now looking at how do we stitch together MPS and our voice of customer data with some social sentiment analysis with website behavior, looking more further afield on how we can overlay different data sets to create a more engaging, interactive experience for our customers. And time and time, again, we find our platform partners, and I use the word partners intentionally because that's how we see them, they can help you start to understand the quality of your data, where you might want to start, how you might want to structure some of it, how it can pipe in with other data sets as well.

(25:55):

So definitely leaning into the platform partners that are around you.

(26:02):

Equally, we have found that there are, as I mentioned, there are other brands that we look to. We're not looking in category to set the standard for what a great experience looks like. We are setting the standard in our mind. So the mindset of the organization I think is really important as well.

(26:22):

There are bound to be trade-offs. And so when you are looking at your data stack, your tech stack, the types of data that you want to collect, the content that you need to serve, all of those are key investment areas. And so the business needs to be open to understanding what it will take to get to the level that you want at the pace that you want as well. So I think the mindset of the organization, what does good or great look like for them may sometimes be at odds with where you want to get to.

Speaker 2 (27:05):

Yeah, aligning on ambition and direction of, like you say, the speed you want to get to, because everything's possible, how much you need to invest and how quickly you need to invest depends on appetite.

Speaker 1 (27:16):

Exactly. I

Speaker 2 (27:17):

Agree

Speaker 1 (27:17):

With you. Exactly. So I may set a North Star or the business may have a North Star in mind. Sometimes our role is costing that out and getting them to understand this is a five-year play, it costs X. And like with all things, I don't know if we can do that. So part of your role as a change agent is also then helping them, creating options to determine what your strategy will look like moving ahead.

(27:49):

I think the other piece as well is when we talk about personalization and even customer experience and AI, we're going through the AI journey now, there's probably 50 use cases that I could think of for AI. Customer experience, there's I think 300 that we have on our ideas board at the moment and personalization, we just went through 70 use cases that we're looking at at the moment. So ideas will abound in an organization. And I think how you harness that energy, get people excited is really important, and then also anchor them to a framework. So whether it's a roadmap or a framework to evaluate and push things through to execution, those kinds of structures I think are really important as well, because otherwise sometimes you can be the only one that feels like you're the only one driving the momentum.

Speaker 2 (28:50):

Dragging people. I like you say dragging, I say dragging. Yeah,

Speaker 1 (28:55):

But that's not our role, right? No. My role is not a doer. It's a coach and a cheerleader more than anything. And we don't get in the game, we help determine the play in my experience.

Speaker 2 (29:14):

Those internally understand why it's important, like you say, what it's going to take to get there. That's right. It's interesting hearing you talk because your career and my career, there's been some similar experiences,

(29:27):

Particularly on the MarTech and data side. So it's really interesting to hear you play that out. And one of the things that's coming to mind as you are speaking is just at the end of the day, the tech piece is driven by the strategy and where you're ultimately trying to get to. It's not tech first. It is where are we trying to get to? What do we want to deliver as an end outcome to the customer for the business? And you work your tech stack back from there. And I think that we still see today in my market, many brands jumping at the tech piece without that clarity of, well, what is actually the end outcome that we're trying to deliver? So I think that's a really sound message from you coming through here.

Speaker 1 (30:12):

And the way that we look at or the way that I've looked at technology in the past, because some people can get spooked, right? We can get spooked and we can also be dazzled by technology as well. So there is that. We are human. But with that, I think the way that I look at it and what I encourage people to do is almost write a PD for technology. So tech is a part of your team. It still reports into someone. It still has a role and responsibilities that it needs to undertake. It still has KPIs just like a human. It is very much a part of your team. So when we sit down and we think about what role does technology play in our business, in our team, it comes at it from that mindset on it is going to solve a problem just like an extra person

Speaker 3 (31:05):

More

Speaker 1 (31:06):

Arms and legs would. And it's the same with data. Data helps us uncover opportunities that maybe weren't there before just as a human would. So I think demystifying the tech and data, it's really what problem is it going to solve for your organization or the customer and work from there. And like I said, write a PD is an exercise that I encourage in my team. Really think through, let's start with the problem and then work from there. Work

Speaker 2 (31:38):

From there. Yeah. But at a practical level, so coming back to my original question, because there's so many good nuggets in what you've just talked about in terms of how to think about building that stack. In terms of tools and platforms, what are some of the core platforms that brands might need to be thinking about? I mean, you're talking a lot about the data stack, the product content stack. At a practical level, tools, are we talking marketing automation, CRM, CDPs? What do you think are some of the fundamental ... And acknowledging that it is definitely going to differ by brand and investment, the amount that brands can invest.

Speaker 1 (32:21):

Yeah. So I am on the fence. I'm going to put it on record now. I'm on the fence with CDPs and have been for a little while. And I think thank goodness we haven't landed on the right CDP because the landscape has changed so much with AI. Things are much more composable. The path to implementation and deployment is arguably a lot shorter. Some don't even require dev resources internally, much less an external vendor. So it's been really interesting watching that whole composable AI kind of conversation form over the last couple of years. In our stack, we do have a CMS that we've onboarded over the last few years. We do have a CRM in Salesforce Marketing Cloud. I mentioned our PIM earlier. We also have a DAM. CDP is not on the table at this stage, but will be shortly. Some of the things that we're really trying to solve for is around identity and privacy, as well as the content and data components that we spoke about earlier.

(33:44):

And when I say identity and privacy, it's really understanding what does that known customer experience need to look like. So for a MyReobi member, for example, what is that conversation that we want to drive? Do we want them to be able to undertake product reviews within their digital toolbag, save their receipts? Do we want to surface next best action, next best offer kind of conversations in portal? So we are really looking at some of those conversations internally and what that conversation then looks like with the customer. I think that's

Speaker 2 (34:27):

Really helpful, Vera, in a number of ways. Kind of just outlaying some of the components that make up your stack, some of the things that you're practically thinking about, even the conversation around CDP, it's an interesting one. We've actually been working with a client at the moment to help them determine what's the best CDP. And I think that what's really interesting in what we've seen in market is there's such variation. And so you've been very clear in what you're saying now around, well, we know we want to solve for identity and we know that we want to solve for privacy. And so as you go to market for technology that supports your data strategy, having that clarity around, well, what is the tool trying to solve? Not just, "I need that tool," is really important because in any technology vertical, whether it's marketing automation or product information management, there is variation in tool capability and what you need has to tie back again to what are we trying to ultimately build and therefore what is important from a feature and functionality point of view.

Speaker 1 (35:35):

Exactly.

Speaker 2 (35:36):

Exactly.

Speaker 1 (35:37):

And look, we're looking at live chat, Agentic AI, the role of our website and how we're using content now is going to change because we are looking at the impact of AI on that as well. We're not just talking to humans anymore. We are talking italics to large language models. So there is a sense of the five-year tech roadmap, I think is a lot of people would be throwing it out if they're not evaluating it on a more regular basis. So I think that that's another interesting component is that we do a lot more pox or proof of concept, and that I find helps the organization stay curious about what is possible, which then drives some of those larger investment conversations. So for us, that's where I thinking long range in our planning, but also being able to eat the elephant in small chunks has been really helpful because you can maintain some momentum, get some data to feed your business case, and then also watch some of the world change around you as well, so you're not creating too much tech debt as you progress.

Speaker 2 (37:03):

Yeah, I love that. I think that's great. So I'm going to double back. We were talking earlier about your integration with Bunnings, the ad. So I'd love to just loop back to that for a moment because I think, again, I feel like that's quite progressive in this part of the world. And so how did that come about and what have you really learnt from it since go live and what are you thinking about moving ahead? Yeah,

Speaker 1 (37:30):

So the whole add to cart component really came about because as I mentioned, really, you can only buy a Riobi product in a Bunning store. So what's the point of having increasing dwell time on our site if we're not able to use that to drive qualified leads onto theirs? Yes. So we really started to set about thinking, okay, well, what's the intent data that we need that's going to get us to the point where we know that that customer is qualified to be able to send them across to Bunnings? And so as I mentioned before, we sort of started firstly with where to buy was originally the primary measure or goal that we had set. And then we thought, well, let's start to build the bones of a shopping cart, which was wishlist. So

(38:25):

You could heart or add something to your wishlist. From there, then it was a natural evolution to say, well, surely we can then push them over into the Bunnings ecosystem. So that's been a really interesting experience. And again, we don't have that transactional data, so it is a little bit opaque for us sometimes, but we do know that we are able to drive a high level of conversion without disclosing confidential information, but we do know that it sits above the benchmark of typical e-comm conversion rates. So that's been very pleasing for us. And we're also starting to understand what are those customers that we can send straight over to Bunnings, just as we do in our collab ads that we do on Meta, for example, we're seeing a ROAS of 10 to one, 11 to one. So we know that there are some customers that are really clear on the products that they want.

(39:31):

And then for those that aren't, it's really redefined, I think the role of our website and the content that we drive on there as well. So it's helped us to start to understand, really, truly understand what the funnel looks like and how that manifests in terms of connecting our touchpoints and Bunnings as well. So the wishlist to cart piece is, I guess, where we're at currently. The next piece for us will be starting to look at, and Bunnings has an API partner program that they're overhauling, as you probably know, Theresa, and they're fantastic in this regard. One of the next pieces that we're looking at is starting to pipe through real-time pricing and stock availability down to store level on our site as well. So again, we don't want customers to shop our site going to Bunnings, find that it's not in stock in store.

(40:28):

That's not a great experience. So

Speaker 2 (40:30):

How can we start to-

Speaker 1 (40:31):

It's actually-

Speaker 2 (40:32):

It's at all odds with what you were trying to build in the first

Speaker 1 (40:34):

Time. Absolutely.

Speaker 2 (40:35):

Make it really seamless and easy for me to go from interest to purchase.

Speaker 1 (40:40):

Exactly. Yeah,

Speaker 2 (40:41):

That makes absolute

Speaker 1 (40:42):

Sense. And also potentially being shopped out by a competitor, if I'm honest as well. So that's definitely the next horizon for us that we're working on is how we can start to pipe some of that pricing and stock availability data as well.

(41:01):

And I think that then that starts to mimic the kind of experience that we would want them to have in store. If that product's not in stock, we can start to serve alternatives for them. So a recommendation and decisioning engine is another area that we're working on at the moment. So again, starting to mimic as much of what a great experience looks like in store with what that looks like online and starting to bring both of those worlds together at scale is just getting us that little bit closer to that vision that we set out to achieve for and a bit years ago.

Speaker 2 (41:39):

And I love that idea that it's not just about that seamless and customer experience and it being easy, but it's clever in the sense, how do we minimize leakage? And I think the way that you've architected it, because I've had a bit of a play with it myself, is very clever in the sense that they're deeply embedded within the cart. It's not dropping the shopper on the PDP page, it's actually moving them so they're quite well progressed in the car, but they reached their funding. That's right, exactly.

Speaker 1 (42:14):

And which is exactly what we want in store as well. So again, we've used some of those elements of what makes a great shopper experience in our design principles and really taken those and tried to figure out, okay, well, how can we bring that to life? So yeah, look, I think in terms of a final thought, we are talking about something that, as I've mentioned, has taken several years to realize. And so you need to be really clear on where you want to get to, be prepared for some curly ones along the way, but definitely understanding that there are some foundational pieces that have to happen,

(42:56):

Like doing the design of what the experience looks like, making sure your systems are connected in the backend, getting people on board with where you want to get to, being clear on the data that you're going to be collecting and how you surface that back to the business. So all of that takes time. We're at a really exciting point now where we're starting to see the fruits of our labor. And equally, that then fuels what our vision for the next three to five years looks like as well in what is a really changing retail landscape.

Speaker 2 (43:30):

Absolutely.

Speaker 1 (43:30):

So yeah, we're excited to be at the head of it.

Speaker 2 (43:33):

Yeah, absolutely. And I think you've articulated it really well. In essence, if you look at it now, it looks really simple and it looks really obvious. But like you've said, it's taken you four years to get there and a very intentional approach to get there to ensure that what you've built does look simple and it is simple for the customer and shopper. So I think that's fantastic.

Speaker 1 (43:56):

Yeah, thank you. Full credit to our team and I'd say our agency partners as well.

Speaker 2 (44:01):

Yeah, it's, as I said, very, very much market leading locally. So look, Vera, this has been a very, very practical and valuable discussion. I've loved it. We've covered so many different topics and some really great insights from you for our listeners. But before I let you go, I'm going to ask you one last question.

Speaker 1 (44:20):

Go on.

Speaker 2 (44:21):

You've obviously gone through significant transformation at Ryobi over the last few years. And for brands that are still trying to figure out where to start or how to build momentum, what are three or four key takeaways that you would give to them?

Speaker 1 (44:42):

So I think probably map what you want the experience to look like, and then start to think about what are the brands that are doing that really well. So as I mentioned, we don't look at our competitor brands. We are looking at globally recognized brands that do it really well. That's what we take as our North Star. So I think have a sense of how well you perform against what your goal is, and then start to understand what's holding you back. What are the areas where you need investment, you need to bring parts of the organization along on the journey, where your platform partners might be able to help you.

(45:33):

Customers even, we talk a lot with our customers when we map each of those sort of 15 moments that we know are critical to the journey. We have a market leading sales team as well that is in store, so they are very much our eyes and ears as well, and a great retail partner in Bunnings who are obviously the leaders in the retail space as well. So yeah, I think really leaning into the support network around you is probably the other piece as well. And just being open, sharing, I think tabling options for the business, having a continued conversation. That's probably one lesson that I did learn early on is involve to solve, not tell to sell. Oh,

Speaker 3 (46:23):

I love that.

Speaker 1 (46:25):

Yes, we're getting a CMS business case over the line, but it's more like why is a shitty web experience such a bad thing?

Speaker 3 (46:35):

Why

Speaker 1 (46:35):

Is it not driving the experience that we want or the outcomes that we're after? So it's really involving other parts of the business in the vision that you're wanting to set. So yeah, so I think not having all the answers is the best thing really. It's bringing those into the room so you can have that in- to-end conversation around what's important to help you shape up and evolve your thoughts around that.

Speaker 2 (47:03):

I think there's so many good lasting bits of knowledge in there for our listeners. The piece around partners really resonates with me, whether that's your customers, like you say, Bunnings, how to strengthen those relationships right through to who are those other partners that you already have in your network or may need to bring in to help you to get there. Exactly. I think that's really sage advice for everyone listening.

Speaker 1 (47:28):

Yeah, we're definitely not doing it on our own. So yeah, I'm just one person that's part of a big machine, and I'm really proud to be part of that. Equally, I'm very grateful for the knowledge that's around us, so I'd be crazy not to leverage it.

Speaker 2 (47:47):

No, that's right. Exactly. So look, as I said, this has been a fabulous conversation. I've loved every minute of it. Thanks, Vera, for joining us for this episode. And thank you once again to our listeners for tuning into Unpacking the Digital Shelf, the APAC edition with me, Theresa Smirti.