BabySam: Targeted digitization strengthened market position...
BabySam's ambition is to become the biggest and best chain for baby equipment and children's clothing in the Nordics. The solution was a 360-degree digitization of the entire company. The result has been better buying experiences for customers, fewer manual routine tasks for employees and increased earnings for BabySam. Hear CEO Kenneth Nørgaard talk about BabySam's digital transformationClient:
BabySamChallenge:
- Give customers a seamless buying experience
- Streamlining of manual and routine processes
Solution:
- Full integration between physical stores and online shopping
- Replacement of ERP and e-commerce platforms
- Treat digitization as an ongoing process that does not stop
Results:
- Customers perceive BabySam as a digital front runner that offers a seamless buying experience
- Strengthened position on the market
- Efficiency through automation and fewer manual, routine tasks
The digital transformation never stops
“The goal of digitization was two-fold" - says BabySam’s CEO Kenneth Nørgaard. "The first part was to streamline manual, routine workflows to make everyday life easier for the company's administrative staff. For example, reducing the amount of manual data entry.
The second part was about giving customers the best and most seamless experience in the industry – whether they went into BabySam's physical stores or on our webshop. ""It's been about using digital means to make it easier for our customers to shop, both online and in-store."
Digitization creates buying experiences that customers remember
We started with commercial digitization, giving us an incredibly good connection with customers through our new e-commerce platform. We are very accessible to our customers on the digital platforms. Now we're changing our ERP system and have replaced POS in the stores so that can deliver a seamless experience to the customers we are all chasing,” says Nørgaard.
BabySam's digital transformation happened over several years. All options were considered before any decisions were taken. Including when the question was which technology partner we should choose. "We chose based on our gut feeling. Where we thought our thoughts were challenged and questioned best. Who we thought had the best roadmap that could help us deliver on this rather ambitious project. And, of course, where the suppliers were in relation to our budgetary ambitions and opportunities. We ended up choosing DXC Technology, who matched all of our parameters best,” concludes Nørgaard.
Lars Ole Nielsen
Sales Executive, DXC Denmark