Living in the Micro-Moment The New China Consumer is Here

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Enabled by digital, consumer behaviours in China are evolving rapidly. Consumers in this dynamic marketplace already expect to get what they want, when they want it. By 2020, they’ll be expecting what they want, how they want it…and, by 2025, before they want it. The big question for CPG companies: can they act now to start delivering on these demands?

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Tomorrow’s consumer… here today It’s been a staggering journey. A few years back, just 15 percent of China’s population shopped online. Now it’s 40 percent…and counting.1 In this booming eCommerce marketplace, consumer behaviours are changing fast.

Our research shows just how far Chinese consumers have merged digital into their lives:2 On average, 95 percent of shoppers now go online to search for the right items to purchase; that rises to 98 percent for apparel items (88 percent go online to research health and beauty purchases).

Shopping used to be a linear process, but no longer. In a hyper-connected, digitalised consumer environment, the path to purchase is convoluted, with multiple, overlapping touchpoints along the way.

Every touchpoint is a ‘micro-moment’. And every micro-moment is an opportunity to capture the consumer. It’s a huge opportunity for CPG companies. But there’s a catch. Allegiances are shifting away from brands. Increasingly, Chinese consumers are becoming loyal to solutions that make their lives easier.

That’s borne by recent research. An Accenture survey3 shows that consumers increasingly use mobile because it’s convenient and aids faster decision-making. Seventy-seven percent of Chinese shoppers find it easy to purchase via mobile (compared to the global average of 48 percent).

Findings from emarketer research support this search for simplicity:4 of Chinese shoppers that use mobile, 65 percent cite convenience as a top reason for buying online. It’s why eCommerce spending per digital buyer in China more than doubled to 9,732 yuan between 2011 and 2015.

Convenient shopping solutions are increasing in demand, causing a problem for CPG companies. Right now, few are ready with these solutions and to supply them seamlessly across the micro-moments that matter. In a market that’s evolving at digital speed, they must act now, else risk losing out to the same ‘born digital’ platforms (like Tencent and Alibaba) that have already transformed China into the world’s largest eCommerce market.

It’s a scenario that presents CPG companies with some urgent priorities: Understand China’s new consumers. Give them the solutions they demand. And become integral to their day-to-day lives. The ultimate objective? Be a ‘smart assistant’, predicting purchases and providing personalised solutions – before consumers request them.

To help CPG companies move towards this objective, Accenture recently carried out research into the new China consumer – tracking eCommerce preferences, pain-points, and motivations. This point of view is based on the results of our online consumer communities.

• In a connected marketplace, shopping’s much more complex, with multiple, overlapping touchpoints along the path to purchase

• And there’s a growning competitive threat. Digital-born platforms enabled China’s e-commerce marketplace…now they’re ideally positioned to capture consumers by providing the seamless solutions they demand.

1 2 3Consumers in China are shifting from seeking brands to demanding solutions

• Up to now, CPG companies have focused on building brands and delivering value by traditional routes. In a digital marketplace, that’s less and less relevant.

• The new priority? Serve the micro-moments where consumers seek solutions throughout their purchase journeys

• How to achieve this? Either partner with disruptive digital partners or, in less evolved e-commerce markets, drive market developments themselves.

• CPG companies that make this leap can lead the China market and capture disproportionate consumer spend.

The imperative for CPG companies? Act NOW to capture the micro-moment

The longer-term objective? Become the ‘smart assistant’ to consumers, delivering solutions proactively…without waiting to be asked

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Recent research into the China’s consumer marketplace by Accenture highlights a dramatic evolution in consumer behaviors and expectations. Today consumers expect to get what they want, when they want it. By 2020, they’ll be expecting what they want, how they want it...and, by 2025, before they want it.

This raises urgent priorities for CPG companies:

Living in the micro-moment: the new China consumer is here

• In a connected marketplace, shopping’s much more complex, with multiple, overlapping touchpoints along the path to purchase

• And there’s a growning competitive threat. Digital-born platforms enabled China’s e-commerce marketplace…now they’re ideally positioned to capture consumers by providing the seamless solutions they demand.

1 2 3Consumers in China are shifting from seeking brands to demanding solutions

• Up to now, CPG companies have focused on building brands and delivering value by traditional routes. In a digital marketplace, that’s less and less relevant.

• The new priority? Serve the micro-moments where consumers seek solutions throughout their purchase journeys

• How to achieve this? Either partner with disruptive digital partners or, in less evolved e-commerce markets, drive market developments themselves.

• CPG companies that make this leap can lead the China market and capture disproportionate consumer spend.

The imperative for CPG companies? Act NOW to capture the micro-moment

The longer-term objective? Become the ‘smart assistant’ to consumers, delivering solutions proactively…without waiting to be asked

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A highly evolved eCommerce marketplace China’s eCommerce market is highly evolved and surging in value. Worth US$371 billion in 2015, it’s on track to hit almost US$630 billion by 2019.5 By any standards, it’s an extraordinary trajectory. And it’s being propelled by technology, with relentless uptake of mobile devices and enthusiastic adoption of mobile payments accelerating the trend ever faster.6

Enabled by disruptive digital platforms like TaoBao, Tmall, Alibaba and Tencent, China is Asia’s consumer powerhouse. And winning there is crucial to success for CPG businesses (China accounts for 45 percent of Asia-wide CPG business).7 But it’s a tough challenge. The same digital platforms that have empowered Chinese consumers now threaten to capture their business (and their loyalty).

These ‘born digital’ players have built their organisations around consumers. And because they understand how digital technologies transform the path to purchase, they’ve been quick to tailor seamless solutions that put choice, insights and power at consumers’ fingertips, every step of the way.

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Introducing the new China consumer

Crucially, as China’s digital infrastructure becomes more pervasive, and the lives of Chinese consumers grow more closely integrated with technology, the power, reach (and allure) of these digital platforms can only increase.

To meet this competitive threat, the first step for CPG companies is to understand these new China consumers: what they want today, and how their demands and expectations will evolve from now on.

Figure 1 gives a high-level view of this evolution. Today Chinese consumers expect companies to give them what they want, when they want it. By 2020, they’ll be expecting to get what they want, how they want it. And by 2025, they’ll expect smart assistants that can provide what they want, before they know they want it. Let’s take a look at this progression in more detail.

From today: “What I want, when I want it”…Busy, independent and ambitious, Zhang Li represents a growing group of decision-makers in China’s consumer market. Emphatically in control of her purchase journey, her fundamental needs are clear enough: convenience and value, combined with the right level of choice and information. But her path to purchase has shifted dramatically. Instead of the traditional linear progression (from awareness to consideration to purchase), it’s become much more complex.

Figure 1. Chinese consumer evolution

• I make a shopping list

• I can tap into personalized assistance, where needed

• But…Shopping = chore

All at best price

Today…2016 Tomorrow…2020 Beyond: “Nirvana”…Give me what I WantWhen I want it

Give me what I WantWhen I need it

Give me what I WantBefore I want it

• My shopping list is on my smart device

• I get expert guidance along the way

• Shopping = fun adventure

Seamless Shopping experience tailored to “my need”

• What shopping list?

• I choose what’s automated

• Take things o�-my thinking list

• Shopping=Automatic task

Shopping fully integrated into life’s moments

Basic Shopping + Experience Product+ Convenience=Value

Smart Enhanced Shopping Smart Lifestyle: Integration Focused

Source: https://www.techinasia.com/line-pulled-55-million-interested-shoppers-flash-sales-thailand-infographichttp://www.nielsen.com/hk/en/press-room/2014/more-than-eighty-percent-hong-kong-consumers-will-engage-in-e-commerce-for-non-consumable-entertainment-related-products.html http://www.slideshare.net/iclick_interactive/china-online-retail-market-study-part-2 DBS Report: Asia Retail Sector, 30th April 2015

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Figure 2. The path to purchase in 2016

Web Company Website Events Peers Social Media EMail Mobile / Apps

Search

Discover

Share

Research

Trust

Compare

Purchase

Influencer

Buyer

Decide

EvangelizeShare

Research

Peer Reviews

Trust

~450,000 visits per month in Luxola, an online beauty store and ~36,000 visitors from Thailand

63% of Hong Kong respondents think of convenience when purchasing online for consumable products like personal care, health and beauty, 

Of the 22 million LINE users 5.5 million opt in for LINE’s flash sales in 2013

Beauty products sold in average ~8 min in the LINE Flash sales conducted in 2013

Maybelline lip polish was the highest selling product in the sale at THB 299

Online purchase intention for cosmetics increased 9 percentage points to 23 percent in Hong Kong in 2014

In China, facial mask is the most popular category with 92% of online shoppers, followed by moisturizers (56%), cleansing products (53%), eye cream (52%) and lip care (33%)

Awareness Consideration Purchase

Multiple elements of Zhang Li’s purchase journeys occur simultaneously and there are technology interfaces across every touchpoint (see Figure 2). Recent Accenture research8 puts this into perspective: 12 percent of Chinese shoppers currently post to social media while shopping in store, and 30 percent eagerly anticipate having that capability.

Our research shows that just like other connected consumers across China, Zhang Li identifies gaps in her current path to purchase (offline and online). It’s a common story, referencing the IPSOS report9 on the Chinese consumer marketplace. The report noted that whilst shopping for groceries, there is a notable disconnect between the idea of cooking and shopping for the groceries to cook with. The young and inexperienced (in cooking) consumers have to jump between tools to figure out what to buy, how much to buy and where to buy. There are a few recipe-sharing websites which have started offering a more complete experience by directing consumers to related shopping sites but these websites are not strong enough to attract the desired attention. This is illustrated in a

quote from an interviewee from the IPSOS research: “I find it such a hassle to have to compare store by store. If only there was a unified platform that consolidates all the online and offline store offerings…”

Similarly for Zhang Li. At the top of her wishlist would be a single platform where she could conduct searches, buy, share her experiences and be rewarded”.10 In other words, she’s seeking an amalgamation of Baidu, Tencent, Weibo, Youku, Alipay and Tmail. She wants a seamless shopping experience, where she can be confident of getting what she wants, personalized and relevant offers - at the micro-moment she wants it. But above all, it means solutions to real-life problems, not just products or brands. Currently she’s growing increasly frustrated as she encounters CPG companies that aren’t meeting her expectations.

…to 2020: “What I want, how I want it”…By 2020, Zhang Li’s acquired more purchasing power, she’s busier, and she’s even more dependent on technology. Wearables and phablets are her everyday accessories. Her expectations have changed. She’s willing to spend more, wants the best products and to have them personalized to match her needs. She still looks for convenience and she expects to make every purchase in a seamless omni-channel environment.

Micro-moments really matter now. Zhang Li’s purchase decisions favour solutions that get delivered seamlessly – in the micro-moment she seeks them (see Figure 3). In this future environment, where time is of the essence, she’d be willing to outsource some of this decision-making to a smart assistant that could predict and deliver what she wanted (before she knew she wanted it). But few companies are geared up to provide this service.

By 2020, her purchase journey has evolved to address many of the shopping frustrations she had in 2015 (see Figure 4):

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Figure 3. The path to purchase in 2020

Figure 4. 2020 – the path to purchase gets easier

No long queuesNo long travelsLess time consuming

Need guarantees on quality.I want what I’m promised!

Wish online shopping was more engaging

Want to try products before I buy.I want to be sure.

• Intuitive technology monitors requirements

• No long, immersive search required

• Online - quicker, safer, easier in one click

• Real time feedback mechanisms

• Auto-monitors record performance

• Instant information access mean high stakes for business

• Online shopping more social

• Gamification is the new way to engage

• Easier customization with 3D printing

• Virtual reality

• 3D fitting rooms

Technology makes Zhang Li’s life easier in 2020

2015

Might of Micro-moments

Loyalty

Online communities

Is it experience and/or the product that drives loyalty?

Companies to lose money with undi�erentiated loyalty programs

What next ? Gamification

Purchase

Shift to mobile & tablets for shopping; PCs outdated

Wearables and shopping at one click to go hand ?

Ways businesses could take things o� the thinking list ?

Compare

Long immersive research replace by short bursts of very focus activities

Online platforms with access to all information help consumers save time

Real-time comparisons on the go

Discover

Process of discovery is more scientific, controlled

Discover what you THINK of with connected wearables and intelligent devices

Less paper, more electronic

Consider

Convenience, Quality & Valuefor money

Do consumers want to outsource the decision making too ?

If yes, who are the new smart assistants?

Might of Micro-moments

Might of Micro-moments

Might of Micro-moments

Might of Micro-moments

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…to 2025: “What I want, before I know I want it”…It’s 2025 and Zhang Li’s purchase journey is in a constant state of motion. Technology’s reduced the gap between thinking and doing, and she’s moving continuously from one experience to another, expecting solutions at the ‘speed of thought’ across infinite channel platforms (ICPs)…and no hassles (see Figure 5). Any company that helps her by taking things off her ‘thinking list’ earns loyalty. These are the smart assistants that provide solutions before she actively asks for them. And they’re reaping the rewards.

Her lifestyle’s evolved to become even smarter. Technology, now seamlessly integrated into her day-to-day life, is taken for granted – from wearables to implantables and intelligent devices. Everything is seamlessly connected and integrated with multiple channel platforms (see Figure 6).

As Zhang Li’s experience shows, we’re witnessing a dramatic evolution –enabled by technology – in the consumer journey (see Figure 7). Loyalties are shifting inexorably from brands to solutions and there’s a growing expectation that companies will be on hand to provide solutions at every micro-moment along the path to purchase.

Figure 5. 2025 – the consumer journey

Loyalty Purchase Compare DiscoverConsider

Consumer’s Journey 2025

After Omni-channel? Instant.

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Figure 7. Consumer journey evolution – from 4 Ps to 4 Es

Physical, tangible product. We make it; you buy it. Period.

Living services: Solutions and constantly evolving content; personalized, interactive, shareable

From…

To…

Product

Experience Static prices printed on store shelves.

Anytime, anywhere price comparison. Negotiable, dynamic, demand-driven.

From…

To…

Price

Exchange

Purchase at the physical retail location from a physical person

Omni-channel seamless experience across physical and virtual worlds

From…

To…

Place

Everywhere “Buy” your audience; more money=more impressions TV/ Radio/ Print

Ongoing conversations; power of social

From…

To…

Promotion

Evangelism

Source: http://www.ogilvy.com/On-Our-Minds/Articles/the_4E_-are_in.aspx

Figure 6. The technology ecosystem in 2025

Ambient User Experience

The Device Mesh

Connected homes

Other Digital disruptions...Wearables

Connected cars

Virtual Reality (VR)

Virtual PersonalAssistant

Advanced MachineLearning

3D printing

Consumer Needs

Convenience

Omnichannel tools

Virtual Assistants

Augmented reality

Integrated supplychain

Technologies ExamplesMobile, online ordering

Virtual employee/ sta�

Virtual Supermarket

Click and collect

Personalization

Customer Centric Analytics

Automated Intelligence

Personalization Engines

Personalization tools

Technologies ExamplesCustomized content arbitration

Real-time data & decisions

Customized landing pages

Favorites, dashboards

Social Acceptance

Social Targeting

Customer engagement hub

Social Feedback Management

Social Commerce

Technologies ExamplesGeo targeted advertising

CEH + CRM

Social media listening

Customer polling

Instant Gratification

Mobile Wallet

Real-Time Communications

Digital Coupons

QR scanning across devices

Technologies ExamplesDigital wallet and payment

Customer service chat/IM

Loyalty management

Scan and order from TVs

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Figure 9. The new digital toolkit

Focusing on the new China consumer

CPG companies must recognise the massive shift that’s underway and act now. Our research shows that China’s new consumers are dissatisfied with purchase journeys that are still far from seamless. Any organisation that can address these gaps will win their hearts, minds and dollars (see Figure 8):

Companies that are ahead of the curve in China realise this. They’re using new digital technologies to influence purchase decisions, get closer to consumers and capture a greater share of the marketplace (see Figure 9).

Figure 8. Identifying gaps in the purchase journey

Seamless No Hassles

PersonalisedNiche

Instant Save Time

Best Value VFM & Quality

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For these companies, it’s all about using technology to ensure China’s new consumers are central to everything they do. Instead of thinking of the purchase journey in a linear sense (like most CPG companies), leading disruptors like Alibaba11 are redefining the entire value chain in pursuit of this objective.

From its roots as an eCommerce company serving small and medium-sized business, Alibaba’s steadily expanded its offering. By incorporating online payment services (Alipay) and launching an

online marketplace, adding monetisation platforms and developing a cloud computing platform, it’s built a future-focused infrastructure for eCommerce that leaves most CPG companies trailing in its wake12 13 (see Figure 10).

1 E-commerce company serving small & medium businesses

Alibaba’s o�erings What consumer needs Alibaba resets its vision as per demand

2 Expands e-commerce oering to consumers

3 Online payment services. Builds confidence with transparency

4 Development of ecommerce ecosystem in China

5 Future infrastructure for Commerce

1 “Open sesame” for Small exporting businesses

2 Domestic demand explodes

Needs of individual consumer

3 Consumer needs confidence in interent buying

4 With increased transparency & trust, ecommerce explodes

5 Rapid convergence of virtual & physical in consumer’s lives

19999mm

200380mm

200494mm

2008298mm

2007210mm

2009384mm

2010457mm

2013618mm

Alibaba founded in Jack Ma’s apartment in Hangzhou

Alibaba.com launched

1688.com (formerly known as Alibaba.com.cn launched

Aliwangwang instant messenger launched on Taobao Marketplace

Alipay launched

Tmall launched

Juhuasuan launched

AliExpress launched

Mobile Taobao App launched

Taobao Marketplace launched

Alimama monetization platform launched

Taobao Marketplace started to monetize

Alibaba Cloud Computing founded

Singles Day

1

2

3

5

4

YearChina’s Internet Population

Figure 10. Alibaba – keeping the consumer at the centre of everything

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Seizing China’s digital opportunity

We know that the battle for consumers is already being fought in the micro-moments that make up each purchase journey. The priority for CPG companies is to expand their view of digital channels beyond the ‘buy’ button so they can begin to harness new opportunities for driving sales and measuring success in as many of these situations as possible (see Figure 11).

The first step is to develop a strategic e-vision for the future. This must be built on an in-depth understanding of the trajectory of travel for China consumers.

To shape this eCommerce vision around their needs, CPG companies need to start asking the right questions (see Figure 12):

Also key, discover the role of each touchpoint in the consumer journey so they can provide the right communication at every micro-moment. The challenge here is to persuade decision-makers to choose a particular brand – however convoluted the path to purchase has become. Vancl, the online clothes retailer, has done this successfully. Leveraging an innovative marketing campaign, the company collected data from cookies,

dynamic advertising, onsite sources and third-party research. Using this data, it developed a real-time data analytics strategy to optimise ongoing campaigns and inform a new social commerce concept, Vancl Star (targeted customer advocates show off and recommend their Vancl look, earning 10 percent profit share on follow-on sales). It’s worth pointing out that Vancl invests approximately 15 percent of net sales in marketing (compared to the industry standard 3.5 percent).14

Figure 11. The new normal path to purchase

Capabilities

User Experience and Digital Performances Optimization

Understand the consumer

Act

PlayPause

Advocate

Propose Relevant Experiences

Increase Conversion & Engagement Rate

eCommerce (eRetailer/Instore/Pub)

Actionable Insights / Predictive Analytics

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5

6

Social Enterprise

Attract Multi-Channel Tra�c (Mobile, Web, Physical)

1

2

What is our eCommerce vision?

Are we wary of selling online and overestimating sales from brick-and-mortar stores?

Are we meeting the niche desires of our buyers?

Have we focused on the opportunities in the hinterland?

What kind of investments do we have in terms of eCommerce related packaging and for perishables?

Do we have the right product mix?

Do we have Account Managers for our eCommerce partners (similar to what we have in the B&M space)?

Have we built-in capabilities to leverage data from eCommerce platforms?

Are we enabling cross selling and up selling?

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Figure 12. Asking the right questions

Consumers’ behavioural data is a key resource and leading CPG companies turn it to their advantage. Recognising that it can be hard to differentiate brands on China’s increasingly crowded eCommerce platforms, Burberry launched ‘The Art of the Trench’, a proprietary platform that has successfully positioned its customers as heroes.15 The platform provides customers with a forum for showing off their clothes and individual styling. It also generates thousands of selfies, comments, likes and dislikes – all of them potential marketing leads. On other areas of the site, Burberry uses a rich array of content to target prospects throughout their path to purchase and enable personalisation (allowing customers to design their own customised coats, for example). The company records content consumption

and user engagement in its ‘Customer 360’ programme, a data-driven shopping experience that invites customers to digitally share their buying history and shopping preferences, and provides real-time product recommendations.

CPG companies should align all elements of their marketing – strategy, spending, channel management and message – with the journey that consumers undertake. To support cross-channel marketing and related opportunities, they’ll need to invest in developing more scalable technology platforms and back-end processes. Implementing advanced analytics is another immediate priority. This will equip companies to predict and influence purchases, helping them move

closer to the role of smart assistant where they’re ready to provide personalised solutions – before consumers request them. The addition of subscriptions to existing –commerce platforms should also help to jumpstart growth by positioning CPG companies to secure and retain a greater (and recurring) share of the consumer’s shopping basket.

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Specific strategic initiatives should include:

Establishing partnerships with eCommerce platformsThis is a fast-track solution. CPG companies should consider developing partnerships with the same digital players that, having enabled China’s eCommerce revolution, now threaten to seize competitive advantage there.

In developing partnerships, two priorities stand out:

Treat eCommerce sales channels as strategic partners, not as channels that complement traditional retail channels. This means CPG companies will need dedicated account managers and customised trade marketing/merchandising plans with each eCommerce player. This could be extended to incorporate specific category management plans for each player.

Don’t underestimate the importance of supply chain and customer care. CPG companies must ensure they choose the right logistics and customer care partners so that they can deliver products on time, and address any complaints as rapidly as possible. eCommerce channels extend access to consumers. The trade-off? Far greater responsibility for end-to-end solutions.

Some CPG companies are already developing these kinds of partnerships. Last year, Unilever partnered with Alibaba to extend its access to China through the digital native’s data-driven ecosystem.16 Key areas for collaboration between the two organisations include rural China penetration, cross-border eCommerce, consumer protection and big data. L’Oreal’s Lancome did the same, opening a Tmall.com store that achieved US$1.3 million in sales in the first three days17 – setting a new brand sales record for the Tmall cosmetics category.

Partnerships like these will help CPG companies to secure market share in China’s connected marketplace. But it’s essential for them to protect their brands on these digital platforms. Robust data management is key. So is sophisticated analytics that can deliver real-time insights into consumer experiences on digital platforms – and how these can be improved.

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In this paper, we’ve sketched out the evolving expectations and lifestyles of the new China consumer. For CPG companies, the message is clear. Take steps now to meet these expectations, or be sidelined by the same digital platforms that have enabled China’s huge and fast-growing eCommerce marketplace.

To help companies get started on this journey, Accenture has developed an eCommerce value assessment (EVA) methodology. Designed to gauge eCommerce readiness and identify priority actions for the business, this provides our clients with audits

and assessments of their existing ecommerce solutions, suggestions for improvement, and identification of future ecommerce growth opportunities, along with technology architecture and integration opportunities, governance models, optimum partnership/operating models and omni-channel commerce frameworks. To find out more, please visit: https://www.accenture.com/sg-en/service-accenture-interactive-omni-channel-commerce

Moving ahead: next steps

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1 http://uk.businessinsider.com/aberdeen-asset-management-carol-yuan-on-china-2016-2?r=US&IR=T

2 Accenture Adaptive Retail Research Consumer Survey, November 2015

3 Accenture Adaptive Retail Research Consumer Survey, November 2015

4 eMarketer: China Ecommerce: 2015 Market Update, Sept 2015, iResearch consulting

5 Source: Accenture Analysis, Euromonitor, Emarketeer, kantar retail

6 In China, 55 percent of internet users have made at least one mobile payment. In the US, it’s just 19 percent (http://uk.businessinsider.com/aberdeen-asset-management-carol-yuan-on-china-2016-2?r=US&IR=T)

7 Source: Euromonitor

8 Accenture Adaptive Retail Research Consumer Survey, November 2015

9 IPSOS report: Online communities research

10 Accenture / Ipsos survey

11 https://hbr.org/2015/06/the-self-tuning-enterprise

12 https://hbr.org/2015/06/the-self-tuning-enterprise

13 Alibaba Group Holding Limited – SEC Filing Form F-1, Pg No. 69 “Our Major Corporate Milestones” (www.sec.gov/Archives/edgar/data/1577552/000119312514184994/d709111df1.htm)

14 http://www.slideshare.net/MattHunter/vancl-chinas-online-apparel-giat

15 http://artofthetrench.burberry.com/

16 www.businesswire.com/news/home/20150719005029/en/Alibaba-Group-Unilever-Sign-Strategic-Partnership-Agreement

17 http://www2.alizila.com/lancôme-latest-cosmetics-brand-join-tmallcom-infographic

Reference

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Copyright © 2016 Accenture All rights reserved.

Accenture, its logo, and High Performance Delivered are trademarks of Accenture.

For more information, please contactWoolf Huang woolf.w.huang@accenture.com

Kher Tean Chen kher.tean.chen@accenture.com

About AccentureAccenture is a leading global professional services company, providing a broad range of services and solutions in strategy, consulting, digital, technology and operations. Combining unmatched experience and specialized skills across more than 40 industries and all business functions—underpinned by the world’s largest delivery network—Accenture works at the intersection of business and technology to help clients improve their performance and create sustainable value for their stakeholders. With approximately 373,000 people serving clients in more than 120 countries, Accenture drives innovation to improve the way the world works and lives. Visit us at www.accenture.com.

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