Innovation Management & Digital Transformation for Ocado Group Plc

This presentation covers the digital strategic business plan for Ocado Group Plc, including a problem statement, digitalisation ideas, business model canvas, customer journey map, and schedule for implementing activities. It also highlights the importance of innovation management and digital transformation for organisations.

INNOVATION
MANAGEMENT & DIGITAL
TRANSFORMATION

Table of Contents
• Executive summary
• Introduction
• Problem statement
• Digitalisation ideas
• Business model canvas
• Customer journey map
• Design thinking
• Schedule for implementing the activities
• Conclusion
• References

Executive Summary
• This presentation highlights an understanding about digital strategic
business plan.
• It also encompasses of a problem statement for which innovative
practices are to be evolve.
• It comprises of business model canvas for gaining insights about
practices of chosen organisation for bringing innovation.
• It also consists of consumer journey map which is influenced by
innovative practices

Introduction
• Innovation management encompasses of practices which are used
by employees for initiating the innovation procedures till its
successful implementation in an effective manner.
• For having better understanding about innovative practices,
Ocado Group Plc is taken into consideration.
• This presentation covers a digital strategic business initiative
which encompasses of problem statement which needs to be
improved by proper planning.

Problem Statement
• Problem is analysed by managers of Ocado Group Plc that
due to lack in using advanced software, they are not in a
position to deliver goods on time with effectiveness.
• People are facing bad user experience in terms of late
delivery as well as lacking in personalisation practices.

Digitalisation Idea
Digitisation idea is to enhance customer fulfilment centre
through introducing digital twin, automated robots and
innovative technologies at Ocado Group Plc

Business Model Canvas
Key Partners
 Vendors and suppliers
 Established retail companies
 Logistics and transportation
 Warehouse operators
Key Activities
 Processing digital orders
 Bring timely innovations
 Provide effective and timely deliveries
 Gather real-time data in an effective
manner
Value Proposition
 Unbeatable range of products and
services
 Unrivalled customer experience
 Perfect order fulfilment
 Providing fair value
Customer Relationship
 Through creating Chatbots and
social networking sites.
 Asking for feedbacks
 Providing recommendation and
suggestion
 Automated services
 Customer Segments Customers
who poses issues in getting
delivery of groceries.
 Professionals who want timely
deliveries due to their busy
schedule
Key Resources
 Logistics and transportation database
 Knowledge of using artificial
intelligence and machine learning
 Infrastructure resources
 Employees capabilities
 Financial Resources
 Channels
 Digitalised channels are used
 Social networking sites
 Machine learning
 Artificial intelligence
 Cloud computing
 Web Sales
 Collaborate with established
retail organisations
Cost Structure
 Cost of digital infrastructure
 Cost of using artificial intelligence and machine learning
 Cost of developing automated robots and upgradation of warehouses
 Logistics cost
 Personnel cost
 Marketing and promotional expenses
Revenue Streams
 Sale of goods
 Private Equity
 Venture capital

Customer Journey Map
Awareness Consideration Purchase Retention Advocacy
Social
media
channels
Print
Media
Direct
mailUsing public relation
Online
Advertisements
Social media
channels
Reviews
Print Media
Online platform
Direct mail
Enhanced promotions
Enhance collaborative
practices with retailers
Community forums
Solving queries in real
time
Provide timely delivery
Enhancing logiostics
and transport

Design Thinking
• Stage 1: Empathize
• Stage 2: Define
• Stage 3: Ideate
• Stage 4: Prototype
• Stage 5: Test

Schedule for implementing the activities
Name of the task Duration Planned date
Market research 1 month 03/04/21
Feasibility analysis 15 Days 05/05/21
Stakeholder feedback 3 Days 10/05/21
Collaboration with retailers 1.5 month 21/06/21
Enhancing in marketing
activities
20 Days 20/07/21
Implementation of strategic
digital twin
30 Days 23/09/21
Follow up process 15 Days 29/10/21

Conclusion
From the above mentioned information, it has been assessed that innovation management is considered as
important for organisations for bringing disruptive technologies which also help them in building their
reputation in an effective manner. Digital transformation is considered as beneficial for organisational
managers as through this they can create and deliver value to their customers in a strategic manner.

References
• Agostini, L., Galati, F. and Gastaldi, L., 2020. The digitalization of the innovation process: Challenges and opportunities from a
management perspective. Journal of innovation management.
• Fernández-Portillo, A. and Et. Al., 2017, September. Does the Performance of the Company Improve with the Digitalization and the
Innovation?. In Annual Meeting of the European Academy of Management and Business Economics (pp. 276-291). Springer, Cham.
• Ferreira, J. J. and Et. Al., 2019. To be or not to be digital, that is the question: Firm innovation and performance. Journal of Business
research. 101. pp.583-590.
• Gobble, M. M., 2018. Digitalization, digitization, and innovation. Research-Technology Management. 61(4). pp.56-59.
• Wehrle, M. and Et. Al., 2022. The impact of digitalization on the future of the PSM function managing purchasing and innovation in new
product development–Evidence from a Delphi study. Journal of Purchasing and Supply Management. 28(2). p.100732