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Carrefour Between Personalisation and Service

 Carrefour Positioned
Carrefour Positioned at Intersection of Personalisation and Service

Michael Hickins, Director of Strategic Communications at Oracle


Carrefour, the French supermarket giant whose name translates to “intersection,” is building a new service capability to support its broad omnichannel strategy.

The company is rolling out modern apps, such as one that makes it easier for consumers to shop using mobile devices and pick up their groceries without having to leave their cars—or their homes, for that matter. It’s also adding modern capabilities that help customer service agents provide more efficient assistance, whether consumers are reaching out via email, web chat, or phone.

These types of capabilities are growing in importance. Some 54% of consumers expect “promotions and offerings that are more relevant to me,” and 25% are looking for a “more personalised experience,” according to a survey by consulting firm Morar, conducted on behalf of Oracle. A report summary includes more insights.

Carrefour’s moves come as it continues to expand internationally while battling domestic threats.

Carrefour expects Oracle Service Cloud to help improve productivity by 40%, and to increase customer satisfaction rates as consumers find it easier to communicate with stores.

 Carrefour expects Oracle Service Cloud to help improve productivity by 40%, and to increase customer satisfaction rates as consumers find it easier to communicate with stores. 

The application “not only gives us clearer visibility into the issues customers are bringing to us so we can resolve them more quickly and easily, but also improves the quality of service we can provide,” says Samantha De Freitas, Carrefour’s customer service manager.

The ability to communicate with customers through a variety of channels will help to continually improve service quality, she added.

The application also displays all of a customer’s previous interactions with the company on a single screen, allowing agents to offer more informed and personalised service. They can also seamlessly switch from one communication mode (such as web chat) to another (in most cases, the phone).

The knowledgebase ensures that customers receive immediate answers to urgent inquiries, and that store employees have a holistic vision of each customer and their specific requests or complaints, thus enabling them to react more proactively, De Freitas says.

Customers have such a wide range of choices today, made possible by emerging new digital technologies, and they demand more personalised choices, offers tailored specifically for them, she says. …In the future, it won’t be companies that determine how customers will interact with them. It will be the customers who will choose how they want to communicate with the brands to whom they give their business.

 In the future, it won’t be companies that determine how customers will interact with them. It will be the customers who will choose how they want to communicate with the brands to whom they give their business. 

Of course, technology alone isn’t enough. The technology has to be in the service of a more human and personal touch. “Technology is simply an opening for better communication,” De Freitas says. “The medium changes, but the basis of communication has to remain authentic and human, not robotic.”

Oracle Service Cloud is also helping Carrefour management aggregate and analyse customer complaints, so that the company can begin resolving the most common problems before they affect more customers.

Carrefour deployed the application earlier in 2016 after close cooperation between IT and the lines of business, De Freitas says. “If we hadn’t done it this way, I don’t think this would have worked out. When implementing a project like Oracle Service Cloud, making sure that both IT teams and the business units that will be the future end users of the service share responsibility for the rollout equally is critical to its success,” she says.

Carrefour is the world’s fourth-largest retail group by revenue and the third by profit. The group operates about 1,500 superstores, 3,000 supermarkets, 6,000 convenience stores, and 175 cash-and-carry stores across 33 countries—in addition to local language ecommerce sites in certain countries.

In France alone, 15 million consumers own a Carrefour loyalty card. The company’s superstores offer up to 80,000 products, including fresh produce, and non-food items such as textiles, electronic goods, leisure articles, and fuel. The company sources products from more than 21,000 suppliers worldwide, and 73% of its food products come from local suppliers.


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