Case Study: Driving Innovation
Company: Tesla Motors, USA
Sector: Automotive
Innovation Type: New Business Model
Drivers and Barriers
The Challenge
How to stimulate the development and
manufacturing of electric vehicles and
 Automotive OEMs
investing in electric
vehicles
 Increasing demand for
increase sales.
green technologies
 Slow R&D in this
sector
 Lack of infrastructure
 Highly regulated
market (USA)
The Solution
Tesla released its entire intellectual property portfolio to
encourage open source collaboration.
Infrastructure Development: Tesla developed supercharger stations, which
allow Tesla owners to receive a free high-speed charge in less than an hour.
Sale Strategy: Tesla seeks to sell directly to customers (not permitted in the
USA) to reduce purchase price and educate drivers on green technologies.
The Benefits
For Tesla Motors…
Boost the development
of electric vehicles and
relevant technologies.
Incentivise the
development of
required infrastructure.
For The Consumer…
Increase the
consumer demand for
electric vehicles.
Expected
increase of the
current market
share
(13% of US EVs)
For The Environment…
Cost reduction
Emission reduction
Fuel: reduction of fuel cost.
Reduced CO2 emissions due
to an increased number of
electric vehicles on the road.
Vehicle: reduction of vehicle price
due to simplification of sale system.
“ […] Tesla Motors was created to accelerate the advent of sustainable transport: if we clear a path to the creation
of compelling electric vehicles, but then lay intellectual property landmines behind us to inhibit others, we are acting
in a manner contrary to that goal. […]” Elon Musk, CEO, Tesla Motors
Case Study: Infotainment at Your Fingertips
Company: Ryanair, Ireland
Sector: Air Transport
Innovation Type: New Business Model
Drivers and Barriers
The Challenge
Increase the number of passengers
choosing Ryanair by improving
 Ryanair reputation
 Increasing number of
personal devices
 Cost for development &
implementation
 Customer resistance to
customer services and experience.
purchase additional services
The Solution
Ryanair will make use of passengers’
devices to provide free infotainment.
Ryanair is upgrading its content viewing system to enable it to stream
infotainment directly to passengers’ tablets, smart phones and laptops.
 Adverts embedded into the content will pay for the service.
 No extensive investment in hardware (screens, seats, etc.) required.
The Benefits
Predicted Benefits (Trials to start in 2015 - to be rolled out in 2016 if successful)
)…
Customer
satisfaction
Competitive
advantage
Increased
market share
Improved
passenger
experience
… over other
low-cost
competitors
More passengers
will choose to fly
with Ryanair
Ryanair shift to being a more “customer-friendly” airline in the last period resulted in:
6% increase on 2014
passenger numbers
(ca. 86.5 million)
88% filled
seats
Increased
profit
40%
reduction in
complaints
More families and
businesses flying
with Ryanair
“ […] Ryanair, having defied the laws of customer service for so long, are repositioning themselves as a
customer-friendly airline. […]” Tony Anderson, former Marketing Director, EasyJet
Case Study: Pay by Tweet
Company: American Express, USA
Sector: Financial Services
Innovation Type: New Business Model
Drivers and Barriers
The Challenge
 Increased
Increase the number of customers by
popularity for social
networks
using social media to promote services
and products, and to offer instant savings
 Increasing number
 System security
 Customer resistance
to social mediabased payments
of card users
and benefits.
The Solution
AmEx has been integrating social networks in its core
business strategy.
AmEx launched Sync Tweet Save which let US card members, sync
their American Express Card with Twitter and turn customised twitter
hashtags into savings which are loaded directly onto their card.
AmEx started offering deals for customers who tweet about the
company, and it also extended its Twitter sync feature to enable
customers to pay for certain products by tweeting purchase hashtags.
The Benefits
“ […] Our mission is to be everywhere our
card members and merchants are — to
engage with them, deliver unique value
and create seamless digital experiences
that surprise and delight. […]” Mona L.
Hamouly, Social Media Coordinator,
American Express
AmEx currently has 6.5% of the US credit card market.
AmEx hasn’t disclosed exact user numbers, but a
spokesperson says that cardholder registration in the
program is increasing.
The AmEx Offers platform is still going strong a few
years after its debut.
Improved
customer
experience
Attract younger
costumers (10
years younger)
Customer
satisfaction
Improved
customer
perception
Customers
spending more
(30%)
Case Study: Revolutionising Retail
Company: Amazon.com, USA
Sector: Online Retail
Type of Innovation: New Business Model
Drivers and Barriers
The Challenge
 Increase profit
 Access new market
 Improve customer
As the leader in e-commerce, Amazon
targets to challenge Google's lead
($50bn) in online advertising.
 Powerful
competitors
 Initial investment
experience
The Solution
A highly innovative strategy has seen Amazon becoming the global leader in online retail today (100
million items in over 30 product categories).
Amazon Prime (which grew by millions in 2013), Amazon Fresh (grocery delivery - in continuous
expansion) and Amazon's Sunday-delivery (partnership with the U.S. Postal Service) are only a few
examples of the successful recent innovations of the company.
Amazon is building its own in-house platform to serve
personalised and targeted ads in search results based on
each customer’s purchase / browsing history.
Amazon will offer greater consumer insights. While Google can see what websites are visited, the
consumer insight that Amazon possesses on buying behaviour is more powerful.
The Benefits
With a customer base of 250 million, Amazon estimates to generate at least $1 billion in
advertising in 2015 (ca. 1.12% of the company’s revenue in 2014).
“ […] Innovation is part of the
Amazon DNA and over the past 15
years we have been constantly
adding and refining technology that
enhances and improves the
experience of all our customers. […]”
Xavier Garambois, Vice President of
EU Retail, Amazon.com
Increase
profit
Access new
market
Competitive
advantage
Customer
satisfaction
“ […] If you are going to take bold bets, there are going to be experiments and failures. Companies that don’t
continue to experiment and don’t embrace failure, eventually get in a desperate position. A few successes
compensate for dozens of things that didn’t work. […]” Jeff Bezos, CEO, Amazon.com
Case Study: Battery Power
Companies: Bombardier Transportation, Network Rail, DfT,
RSSB, FutureRailway, Abellio Greater Anglia
Sector: Rail Sector
Innovation Type: New Technology
Drivers and Barriers
The Challenge
A low cost solution to power an
electric train over short distances
on non-electrified track.
 Sustainability and
emission reduction
 Reduce cost of rail
electrification
 Performance
 Duration, recharging time
and size of batteries
 Compliance
The Solution
A collaborative project between industry and
Government to develop a battery-powered train.
IPEMU (Independently Powered Electric Multiple-Unit) is a
project to establish the feasibility of energy storage to allow an
electric train to run over short non-electrified sections of line as an
alternative to costly full electrification or using diesel trains.
Bombardier adapted a Greater Anglia’s Class 379s train as a
test-bed. The train was fitted with two different forms of batteries.
The Benefits
The prototype IPEMU entered trial passenger service between 12 January and 13 February 2015.
“ […] We are always looking for ways to
reduce the cost of running the railway and
make it greener too. This project has the
potential to contribute significantly
towards both those goals. […] ”
James Ambrose, Principal Engineer,
Network Rail
Reduce costs Customer satisfaction Reduce emissions
For the Industry...
Reduced infrastructure and
safer maintenance
For the Passengers…
Cheaper, quieter
For the Environment…
Reduced CO2 emission,
reduced noise pollution
Case Study: A Step Closer to Stress-Free Travel
Company: FastTrack Company, The Netherlands
Sector: Electronics
Innovation Type: New Technology
Drivers and Barriers
The Challenge
Improved monitoring/tracking of luggage
to reduce the stress and costs associated
with luggage loss in air transport.
 Improved service
 Low number of
competitors
 Emission reduction
 Technical barriers
 Disruptive system
 Safety
The Solution
FastTrack developed a new system that enables passengers
to monitor their luggage at all stages of their journey.
Together with AirFrance-KLM, FastTrack Company developed a
new system based on electronic tags that allows airline
passengers to monitor and track their luggage. The system is
based on three devices:
i)
ii)
iii)
an eTag electronic baggage label that attaches to the
outside of the suitcase,
an eTrack device, placed inside the luggage,
a smartphone app.
The Benefits
For the Passenger…
For the Industry…
For the Company…
Customer
satisfaction
Cost
reduction
Competitive
advantage
Less stress
associated with
luggage loss
Fewer lost bags
(currently 0.9%
lost luggage in EU)
Currently one of
the few solutions
on the market
Time saver
Efficiency
Faster to track
lost luggage
(currently 85%
returned within
48 hours in EU)
Better service
and no need to
implement any
hardware or
software
“ […] Passengers can transform their
bags into connected devices. We use
GPS, GSM and Bluetooth so bags are
traceable nearly everywhere on the
planet. […] “
Hugo Rütter, CMO, FastTrack
Case Study: Smart Windows to the Future
Company: LG Electronics, South Korea
Sector: Electronics
Innovation Type: New Technology
Drivers and Barriers
The Challenge
To develop transparent touchscreen displays with applications
in a wide range of sectors.
 Technological challenges
 Wide viewing capacity
(lighting, quality, etc.)
 Low power consumption
 Scalability
 Wide range of
 Cost
applications
The Solution
Exploiting OLED technology, LG is pioneering the
next generation of transparent displays.
Since LCD technology presented considerable drawbacks in
achieving display transparency, LG engineers Bu Yeol Lee and Binn
Kim decided to invest in OLED (organic light-emitting diode). In 2014
LG Display unveiled its first 18-inch Transparent OLED Display,
following a $55 million investment from the South Korean
government to promote the development of such technology.
The Benefits
“ […] Transparent display technology has a
lot of real-life applications. For example, I
can see transparent displays being installed
on partitions in an office setting. […] ”
Bu Yeol Lee, Chief Research Engineer, LG
Display
For the Industry
Although still at development stage, transparent OLED
displays are expected to reach deep market penetration
in 2–4 years time. Such a technology can find a number
of applications in a wide range of sectors:
 Entertainment
 Retail
 Design
 Transports
 Advertisement  Aerospace
 Personal
Devices
 Navigation
Systems
For the Company
Consistent investment in R&D and in ground-breaking
technologies gives LG a competitive advantage and
global leadership in the display market (ca. 27%).
“ […] I think I am writing new TV history. I just hope it is in the near
future. […] ” Binn Kim, Chief Research Engineer, LG Display
Case Study: Lightweight Seats Lighten the Load
Company: EasyJet, United Kingdom
Sector: Air Transport
Innovation Type: New Technology
Drivers and Barriers
The Challenge
 Reduce fuel
Reduce fuel consumption and CO2
consumption
emissions in aircraft operations without
affecting safety or customer experience.
 Emission reduction
 Increase capacity
 Strict regulations
 Safety
 Customer
perception
The Solution
EasyJet reduced its aircraft load by working with the
supply chain and investing in new seat design.
Out of a number of potential solutions, EasyJet opted for the installation of
lightweight seats, able to reduce aircraft fuel consumption and therefore cutting
costs and CO2 emissions.
EasyJet signed a deal with Recaro Aircraft Seating for the installation of 2,500
seats in 14 A320 aircraft. The seats were chosen for their light weight, comfort and
fewer parts (reduced maintenance).
The Benefits
Cost reduction
Fuel cost saving:
ca £500k pa (new
seats only on 7%
of EasyJet’s fleet)
Customer
satisfaction
Competitive
advantage
Increased
passenger
personal space
Competitors
already trying to
align with EasyJet
Emission
reduction
Load
reduction
CO2 emissions
reduced by 2%
26% total seat
weight reduction
“ […] With Recaro Aircraft Seating, we have the ideal partner at our
side, one who supports us in our efforts to reduce fuel burn and
optimise the economic impact of our aircraft […] ”
Warwick Brady, Chief Operating Officer, EasyJet
Case Study: The Power Behind Open Innovation
Company: Jaguar Land Rover (JLR), United Kingdom
Sector: Automotive
Innovation Type: New Technology
Drivers and Barriers
The Challenge
 Competitive
Implementation of gas turbine engines to
 Lack of
advantage
 Emission reduction
 Increase capabilities
complement electric vehicle technology
for future hybrid electric cars.
capability
 Investment
The Solution
By looking for experts outside the company, JLR
developed a new engine system for its vehicles.
JLR utilised a 3rd party innovation
expert to identify two companies
with the relevant expertise. The
consortium obtained a seven
figure investment from the British
Government and developed a
Open Innovation
new hybrid-electric concept car.
Expert
.
Technology
Scouting
Partnering
The Benefits
The C-X75 remained a concept car
and never went into production.
However, the technology developed
by JLR and the two partners could
potentially be applied to JLR’s future
hybrid vehicles
A new product
JLR presented the new C-X75, a
new hybrid-electric concept car with
two diesel-fed micro gas engines.
Increased capabilities
JLR expects to adapt the C-X75
technology in future vehicles.
Reduced emissions
A theoretical range of 900km with
potential zero tailpipe emissions.
Case Study: A Game Changer in the Innovation Process
Company: Shell, The Netherlands
Sector: Oil and Gas
Innovation Type: New Processes
Drivers and Barriers
The Challenge
 Improve slow
Identify, unlock and invest in new
technology and exploit new markets.
identify new ideas
innovation processes
“game-changing” ideas to diversify the
business, anticipate emerging
 No methods to
 Exploit good ideas
 Lack of a structured
within/outside the
company
innovation process
The Solution
Shell were seeding innovation culture change in the
company.
In 1996, Tim Warren, the Director of Research and Technical Services in Shell’s Exploration and
Production (E&P) Division, realised that E&P was suffering from an innovation deficit. In order to
unlock new ideas, Warren invited Shell’s employees to invest 10% of their time in new ideas. He
subsequently allocated $20 million to be invested in some of these “game-changing” ideas. Although
initially successful, the initiative slowed down after a few months. There was then a need to
institutionalise the innovation process (Action Labs, share and present ideas, rapid investments).
Today, the “GameChanger” programme launched by Shell in 1996, is an Innovation Portal for people
(from inside and outside the company) to submit ideas that Shell can help to develop.
The Benefits
“ […] GameChanger is a place to come with
your idea and get the support and resources
to prove it could work. […]”
Russ Conser, GameChanger Manager, Shell
Since GameChanger launch in 1996:
$350 million
invested in
3000 new
ideas
250 ideas
turned into
commercial
products
A number of
spin-off
companies
created
40% of Shell’s core E&P’s R&D portfolio has evolved from
ideas submitted to GameChanger, 70% of which includes
collaboration with people outside of Shell.
Example: GameChanger provided early support to FLNG,
a floating facility that cools natural gas to liquids at sea.
Case Study: Improving UK Manufacturing
Company: GKN Aerospace, United kingdom
Sector: Aerospace
Innovation Type: New Processes
Drivers and Barriers
The Challenge
 Cost reduction
 Production time
To develop an innovative aircraft
winglet design allowing the
reduction
 Fully-automated
automation of production processes
to reduce the labour cost of assembly.
 Disruptive change
 Technical barriers
 Consistency and
scalability
system implementation
The Solution
GKN improved internal manufacturing processes by
partnering with national centres of excellence.
GKN worked with 2 High-Value Manufacturing Catapult centres, the National Composites Centre
(NCC) and the Advanced Manufacturing Research Centre (AMRC) to meet the challenge.
The collaboration to radical changes in the way winglets are built and assembled, producing winglets
with the same performance level, in reduced time and at a lower cost (lower weight, lower parts count,
50% fewer fasteners and 25% less time per fastening).
The project was part of the £12m Structures Technology Maturity (STeM) programme launched by
Innovate UK and the Research Councils in 2012.
The Benefits
Cost
reduction
Production
time reduction
Increased
capabilities
20% cost saving
on manufacturing
Faster
manufacturing
New fullautomated system
Thanks to the technologies emerged from the STeM project:
 GKN is to lead VIEWs, a 13partner, £30m future wing
research programme.
 Boeing contracted GKN to
assemble the AT winglets
for the new 737 MAX.
“ […] The project shows that UK companies, supported by Innovate UK and
the resources of the Catapult network, are ahead of the game in delivering
high-quality aircraft components […] “ Tom Hitchings, BD Director, NCC
Case Study: Towards the End of Airport Disruption
Company: British Airways, United Kingdom
Sector: Air Transport
Innovation Type: New Processes
Drivers and Barriers
The Challenge
 Disruption can cause
Improve disruption management at
London Heathrow - one of the world’s
busiest international airports where
50% of its flights are operated by BA.
bottlenecks
 Company reputation
 Reduce costs
 Technical barriers
 Disruption due to
the implementation
of the new system
The Solution
BA implemented a dashboard to improve air traffic
monitoring and to speed up staff reaction time.
IT services company Atos helped BA devise a dashboard that helps
the airline manage disruption more effectively and efficiently. Atos
worked closely with the airline to develop and deliver the solution,
using highly innovative open source technologies.
The dashboard is browser-based, available on PCs and mobiles,
scalable, and believed to be a unique solution for the industry.
The Benefits
Cost
reduction
Customer
satisfaction
Reaction time
reduction
Reduction of costs
associated to delays
and cancellations
Reduced number
of delays and
cancellations
Staff alert time
reduced from
20min to 20sec
Competitive
advantage
System
implementation
Unique solution
for the air
transport industry
23,000 UK users,
plus Shanghai and
Beijing Offices
“ […] Delivery of the dashboard is an excellent example of agile
cross-departmental working. This is an excellent product which is a
big step towards a more resilient and reliable organisation […] ”
Andrew Lord, Head of Operations, British Airways
Case Study: Tying the Physical & Analytical Worlds
Company: General Electrics, USA
Sector: Several (Conglomerate)
Innovation Type: New Processes
Drivers and Barriers
The Challenge
 Technology advancements
How to use the Internet of Things and
in IoT & Big Data
Big Data analysis to improve efficiency,
safety, reliability whilst reducing costs
and waste in a number of sectors.
 Improve safety and
efficiency
 Technical
barriers
 Large amount
of data
 Reduce costs, waste and
 Cost
emissions
The Solution
GE uses Big Data analytics to draw out critical bits of
information from large datasets to improve operations.
GE Aviation, a subsidiary of GE Electrics, helps airlines to achieve higher levels of efficiency in four
areas: fuel management, navigation services, flight analytics and fleet synchronisation. All
GE's systems provide a large amount of data about how they're operating. GE's analytics team
analyses such data and identifies ways to improve efficiency.
For example, since 2011 GE has been collaborating with Alitalia to
improve fuel efficiencies. Alitalia produces over 15Gb of data per
month for GE to collect, combine and analyse. By analysing such
data, harvested from hundreds of sensors, GE has assisted
Alitalia in identifying specific changes to its flight procedures.
The Benefits
By providing automatic
reporting and analysis of
daily fuel usage GE
helped Alitalia to achieve
1.5% savings in its fuel
costs within the first year,
a saving of $15 million.
Cost
reduction
Better internal
processes
Emission
reduction
Increased
safety
“ […] Through the power of GE’s analytics, Alitalia has been able to make significant progress in tackling
our fuel costs, enabling us to offer more competitive fares to our customers, while reducing the airline’s
environmental impact.[…] ” Alessandro Loddo, Vice President of Fuel Management, Alitalia
Case Study: A Single-Customer View
Company: Nationwide Building Society, UK
Sector: Financial Services
Innovation Type: Improved Customer Interaction
Drivers and Barriers
The Challenge
 Increase profit
 Increase customer
To improve its customer experience,
developing intelligent prompts for its
experience
stored in the
company’s CIS
processes
share.
customers as
individuals
 Limited information
 Improve internal
employees and increasing its market
 Lack of tools to treat
The Solution
A new CIM platform to provide employees with single-customer
personalised information and prompts when needed.
Nationwide, the largest building society in the world with more than 11 million members, which had
traditionally undertaken most strategic system development in-house, decided to choose an external
partner (Portrait) as its core customer interaction management (CIM) platform.
The software developed enabled Nationwide to present the single view of each customer, including
details of each interaction, and intelligent, actionable prompts to help employees to make the most of
each customer interaction.
The software has been integrated with the Society’s teller application: employees on the counter can
readily access prompts and customer information in a timely way during routine financial transactions.
The Benefits
For the Company…
Since the implementation of the software:
 Incremental sales exceeding over 200%
of original targets.
 The software implementation paid for
itself within 2 years.
 Nationwide anticipates a greater than
200% return on investment.
 Improved internal processes (employeecustomer interaction, and sales).
For the Customer…
Customer satisfaction
Increased customer
satisfaction due to a more
personalised service
“ […] We can now treat all 11 million customers as
individuals, and are well placed to better meet their
needs and thus do more business with more people
for longer than we did before. […] ”
Simon Banes, Head of Customer Insight, Nationwide
Case Study: Let’s Play
Company: Marriott International, USA
Sector: Hospitality, Tourism
Innovation Type: Improved Customer Interaction
Drivers and Barriers
The Challenge
Marriott International was
looking for new ways to engage
with customers, obtain feedback
and find new talent.
 Increasing popularity of
social networks and online
games
 Necessity to understand
new generations of
costumers
 Social media moving
at a fast-pace
 Saturation of social
media
 New area for the
company
The Solution
A new way to engage with customers, obtain feedback
and discover talent through online gaming.
In 2011, Marriott International launched “My Marriott Hotel” – a Facebook game meant to attract
potential employees. Players have to run their own virtual Marriott hotel restaurant kitchen, which
involves process and staff management, within budget and service quality standards.
By capitalising on the social media user’s interest in entertainment,
Marriott gains important feedback as to what their customers want
and also increase their visibility as a business.
Within three weeks of the launch of the game, the Marriott Jobs and
Careers page on Facebook received over 10,000 “likes‟ and the
game being played in over 120 countries.
The Benefits
 Players from over 120 countries are currently feeding
the company with useful information and new ideas.
 Marriott gained important feedback as to what their
customers want.
 Increased visibility (+450,000 web views).
On the wave of “My Marriott”
success, in 2014 Marriott
International launched a new
game (Xplor), which led to
450,000 webpage views with
more than 20,000 players so far.
 Pepsi and Hertz joined the game as sponsors.
“ […] players from 120 different countries are simultaneously “caught” in the game, executing strategies
and managing their own virtual kitchen. The game has also increased traffic to the company’s career
website […] ” Francesca Martinez, HR Officer, Marriott International
Case Study: Seamless Payment for Integrated Services
Company: Dubai’s Roads and Transport Authority (RTA), UEA
Sector: Transport
Innovation Type: Improved Customer Interaction
Drivers and Barriers
The Challenge
 High number of personal
Improve Dubai’s public transport
devices
 Available technology
 Reduce costs &
passengers’ experience by providing
a seamless and more sophisticated
environmental impact of
plastic cards
payment method.
 Security
 Smart-device
battery duration
 Public adoption
The Solution
Dubai RTA implemented a new NFC-based payment
system through smartphone for all type of transports.
In 2014, Dubai’s RTA introduced a new NFC (Near Field Communication) based NOL service (similar
to London’s Oyster Card) that enables passengers to use their handset to pay for public transport
fare. The service is available on bus, metro, water bus and metro parking, as well as it gives the option
to control balance, movements and transactions directly from the smartphone.
Passengers can top up the virtual card at RTA terminals, at counters or online through the NOL web
site, or, in the near future, through their mobile subscription.
The Benefits
For the
Passengers
 Customer
 Possibility to  No need to
perception (high- check/top up
buy/carry a
tech service)
balance online
card
For the
Industry
 Single payment
system for all
transport types
 Possibility to monitor
passenger movements
and trends (big data)
 Reduced environmental impact associated
For the
with plastic card production and disposal
Environment
(more than 6 million cards in Dubai today)
“ […] The launch of the latest NFC technology solution will be the
beginning of a new era on how we empower our customers. […] ”
Khaled El Khouly, Chief Marketing Officer, Etisalat
Case Study: Video Assistance
Company: Schuh (UK) - Vee24 (US)
Sector: Retail
Innovation Type: Improved Customer Interaction
Drivers and Barriers
The Challenge
 Increased popularity of
To extend the personalised instore customer experience to
customers shopping online.
online shopping
 Available technology
 Improve sales and
customer experience
 Service penetration
 Service quality
 Return of
investment
The Solution
Schuh and Vee24 developed a new way to engage with
customers through digital shop live assistance.
In October 2011, Schuh (a UK leading footwear retailer) implemented Vee24's live help solution to
deliver high touch service on its website. Vee24 is the world leader in live video assistance.
Customers can engage directly with Schuh representatives through Vee24’s VeeStudio platform via live
voice, video, text, and co-browsing assistance. Schuh’s agents can navigate the website with customers
to help them find products, show them webpages, and help them fill out forms to complete their orders.
To invite customers to use the service, Schuh uses a variety of methods, e.g. replying to customers’
tweets advising them to click into live help, and including a button to access instant live help in emails.
The Benefits
For the Company
 50% of call centre
engagements
handled through
live help
 10% increase in
average order
value
 Same conversion
rates than
physical stores
For the Customers
 78% positive
service rating
 “ […] hassle free
and fast […] “
“ […] Customers love the personalised shopping experience and for Schuh it
has become both a fundamental part of our differentiated cross-channel
service offer and a genuinely exciting new sales channel […] "
Sean McKee, Head of Ecommerce and Customer Services, Schuh