All Foundries

商品管理と取引

データに基づくインサイトと、セキュアで機動性の高いプラットフォームにより、グローバルな商取引を支えるトレーディングエコシステムを変革します。

顧客とマーケティング戦略

パーソナライズされたつながりある体験を通じて顧客エンゲージメントを再構築し、信頼と長期的な価値を築きます。

デジタルエンジニアリング

アイデアをスケーラブルなデジタルソリューションへと転換し、デザイン・テクノロジー・エンジニアリングの力で加速させます。

ステーション・スタジオ

デジタルイノベーションでモビリティハブを再定義し、移動中の人々と企業に、よりスマートでサステナブルな体験を創出します。

サプライチェーン＆インダストリー5.0

変化を予測し、目的を持って効率性を実現する、強靭で知的な供給ネットワークを構築します。

サステナビリティ

責任あるイノベーションを推進し、組織がネットゼロ目標を達成し、将来の世代に良い影響をもたらすよう応援します。

Physical AI

Physical AI gives machines, robots and physical operations the ability to perceive their environment, decide what matters and act in real time. Factories, plants, stores and infrastructure become systems able to sense conditions, learn from them and improve on their own, closing the gap between the physical and the digital world.

Next-Gen Infrastructure

From networks as infrastructure to connected platforms that enable critical, autonomous and intelligent operations.

Four business units, one technology roadmap after the merger

After an acquisition, a retail group ran four business units on four technology stacks. NTT DATA mapped processes, applications, ERP, CRM and infrastructure across all of them and designed a low-risk transition roadmap. The group now works from a prioritized portfolio of initiatives, with synergies identified for each unit.

Four business units, one technology roadmap after the merger

小売

A pharmacy retailer grows average ticket by 8% and lab services sales by 18%

Pharmacy and health retailers compete on the visit itself: the counter, the advice, the lab test. This retailer measured its digital maturity with NTT DATA, organized more than 16 initiatives into cross-functional work cells and tracked each result. Average ticket rose 8% and lab and diagnostic services sales grew 18%.

A pharmacy retailer grows average ticket by 8% and lab services sales by 18%

お問い合わせ

Credit Card Placement Strategy

A department store retailer in Mexico worked with NTT DATA to move credit card placement from a single mass offer to a segment-led growth plan. Prospects and customers were grouped by potential value and propensity, producing 15 initiatives, more than 300 customer ideas and insights, and 37 planned pilots across eight target segments.

Wide view of a contemporary department store, with shoppers across several departments and a customer paying by card at a checkout.

8 target segments

Defined by value and propensity

300+ customer insights

Ideas and insights generated

15 segment initiatives

Created for differentiated activation

37 planned pilots

Structured for phased testing

Store associate sorts four distinct product baskets with neutral payment cards to represent customer segmentation by value and propensity.

From one card offer to eight value segments

A single card offer was limiting the retailer's ability to connect acquisition and portfolio development actions to customer value and propensity.

目的

Segment and profile prospects and customers, then identify actions for each value group to increase card acquisition and support portfolio development.

機会

Use propensity and value data to replace mass placement with a targeted programme, giving each segment a relevant offering, a defined initiative set and a measurable path into pilots.

Placing cards without a segment view

The initiative needed to connect customer characteristics with differentiated actions and a release plan that could be measured. Four requirements shaped the work.

主な課題

1: No segment view
Prospects and customers were not grouped by potential value and propensity.

Department store associate presents a neutral payment card and offer folder to a customer beside a handbag display.

2: Undifferentiated offering
The card proposition did not include initiatives tailored to the needs of each segment.

Associate prepares product selections at different price tiers in a department store personal-shopping area.

3: High-value group sizing
The initiative required a clear view of the size of the groups identified as high value.

Retail staff prepare checkout and service stations before opening to support controlled card-acquisition pilots.

4: No measured release pad
There was no detailed release plan covering scope, guidelines, metrics and deployment.

解決策

Segment, plan, pilot

NTT DATA created a structured customer plan that linked segmentation, tailored initiatives, group sizing and deployment planning. Each element addressed a specific barrier to moving from a mass offer to a testable portfolio programme.

Value and propensity segmentation

NTT DATA grouped prospects and customers by characteristics, potential value and propensity to place the card.

Segment-led customer plan

The team developed an offering and a set of initiatives for each segment, moving the programme beyond a single mass offer.

High-value group sizing

The work sized the groups identified as high value so the retailer could prioritize where to focus card acquisition and development actions.

Release and measurement plan

A detailed plan defined the scope, guidelines, metrics and deployment approach for the planned pilots.

影響

A portfolio growth plan ready to test

Card acquisition became a segment-by-segment programme. The work defined eight target segments, generated 15 initiatives and more than 300 customer ideas and insights, and set out 37 planned pilot tests. These are programme design and planning outputs. The source does not provide realized changes in card placement, conversion, balances, profitability or portfolio growth.

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