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

Delivery Saver Program

A retailer moved beyond flat shipping by designing flexible delivery plans by day and time slot, supported by eCoupon refunds and priority rules. The programme reframed delivery as part of the online value proposition, with the stated aim of increasing sales while improving customer experience and satisfaction.

An unbranded retail courier hands reusable grocery bags and a parcel to a customer outside a city apartment, with an electric delivery van parked behind them.

Delivery experience

Improved satisfaction, not quantified

Pricing return

Higher ROI, not quantified

Online growth

Sales and loyalty increased

Peak readiness

Plans scaled across demand periods

Workers load reusable grocery totes into unbranded electric vans while delivery vehicles and a cargo bike leave a retail fulfillment site toward city neighborhoods.

Qualitative outcome signals

When shipping is treated only as a cost, every customer receives essentially the same proposition. The retailer needed a model that could reflect when customers wanted delivery, what they valued and how savings could strengthen the overall online experience.

From flat shipping to a Delivery Saver programme

目的

Increase online sales through differentiated delivery options while improving eCommerce experience and satisfaction.

機会

Use flexible plans and delivery savings to create value for customers and support a more effective pricing model.

Turning delivery cost into customer choice

The programme had to balance customer preference, pricing logic and operational scalability without losing sight of the commercial objective. Four requirements shaped the work.

主な課題

Overhead view of hands arranging blank delivery-day cards on a city route map beside crates of fresh groceries in a retail fulfillment hub.

1: Understanding the value equation
The initiative required a clearer view of customer delivery preferences and cost sensitivities before differentiated plans could be defined.

A grocery courier delivers a crate of food to a parent at an apartment in the evening, with the household visible in the background.

2: Moving beyond one-size-fits-all shipping
The solution needed to support meaningful choice across delivery days and time slots.

A customer unpacks fresh groceries at a kitchen counter beside a smartphone with a soft, unreadable confirmation glow.

3: Returning savings consistently
The programme required a practical mechanism for translating eligible delivery savings into customer value.

Retail fulfillment workers route color-coded grocery totes through distinct dispatch lanes, with a cargo bike near the loading area.

4: Prioritizing demand across peaks
The delivery model needed priority rules that could support adoption and scaling across peak and non-peak periods.

解決策

A Delivery Saver programme built around preference, value and priority

NTT DATA designed the programme and implemented the pricing, refund and priority mechanisms described in the source. Each intervention addressed a distinct requirement in the delivery proposition.

Preference and cost analysis

Customer delivery preferences and cost sensitivities were analysed to inform the programme design.

Flexible delivery plans

Plans were defined by delivery day and time slot, giving customers differentiated options.

eCoupon savings refunds

Eligible delivery savings were returned through eCoupons, connecting the shipping model to a tangible customer benefit.

Priority rules and scaling

Priority rules supported differentiated delivery handling and the rollout of plans across business areas and demand periods.

影響

Delivery became part of the value proposition

The source reports a significantly improved delivery experience and satisfaction, higher ROI from optimized delivery pricing, increased online sales and customer loyalty, and plans that scaled across peak and non-peak periods. Because no figures, baselines or measurement periods are provided, these outcomes should remain qualitative until validated for publication.

ドラッグ