From high street to home: new omnichannel strategy at Bakker Bart
Vital Food Group is the owner of Bart’s Retail (Bakker Bart) – a bakery chain with franchises in the high streets across the Netherlands. As more and more consumers prefer to order their food at Bakker Bart for delivery or pick-up, the company asked SparkOptimus to help create a new digital growth strategy to strengthen its omnichannel proposition. The goal of the strategy was to optimize the current digital proposition and to test & scale new digital initiatives, while making sure that each franchise partner contributes to and benefits from the changes.
In just a short time, SparkOptimus was able to turn our ideas and open questions into a structured and practical approach. They immediately understood the value of our entrepreneurs and created a strategy that leverages our franchise structure and supports the entrepreneurs in doing what they do best.
In the first phase, we examined the (unaddressed) needs of the consumer and franchisees through individual interviews with entrepreneurs and working sessions with Bart’s Retail MT members. Afterwards, we prioritized the most relevant digital channels and propositions for future growth based on the consumer needs, relevant industry trends and Bakker Bart’s current proposition.
In the second phase, we determined the necessary changes and investments in terms of organization and technology to optimize the current digital proposition and to test & scale new digital initiatives. This included, for example, the creation of a new online team, the implementation of new omnichannel systems, and a budget commitment to open new omnichannel stores and invest in consumer acquisition.
In the final phase, we detailed a roadmap to optimize the current digital proposition and defined the pilot and financing approach to test & scale new digital initiatives.
Take the insights with you
Vital Food Group now has an aligned digital ambition up until 2025. Furthermore, we helped them create a clear plan and commitment on how to achieve it, differentiating the approach as per; i) the existing store footprint, ii) expansion into new omnichannel-first locations, iii) and new online-only propositions. Now the company has the tools and necessary commitment to further roll out and make follow-up decisions together with its entrepreneurs and shareholders and to keep winning in a market that is going online fast.
Want to find out how your business can benefit from our 1-week digital strategy scan? Click here to get in touch with us.
Ready to transform your organization? Discover how with our 1-week scan.
Heineken Mexico, part of the world’s most international brewer with over 80,000 employees and more than 35 billion in global revenues, was looking to harness the potential of Generative AI (Gen AI) to drive efficiencies and improve customer satisfaction. They wanted to explore AI use cases across their operations and kickstart AI initiatives in key areas like sales and customer service.
A leading Belgian private equity firm approached SparkOptimus to conduct a technology due diligence on an AI-driven media company poised to disrupt its industry. As part of their investment evaluation, they needed a deep dive into the company's use of Generative AI (Gen AI) and the future impact of emerging technologies like OpenAI’s Sora. With this in mind, they sought our expertise to assess the company's technical and data landscape, ensuring they could make an informed investment decision.
De Energiebespaarders embarked on the next phase of growth to realize its ambition of becoming the leading digital contractor for making existing houses more sustainable.
They enlisted our support to co-shape a strategic growth plan, identifying and prioritizing future growth initiatives while determining the organizational, technical, and financial implications of each, providing crucial input for the next funding round.
Shell sought a comprehensive assessment of its Lubricants Marine business and the AccuPort venture.
We established the current baseline, refined and iterated both short-term (MVP) and long-term (vision) propositions and business models, and developed organizational and technological blueprints. We also crafted a rollout strategy and plan, including financials and buy/build decisions, ultimately identifying 8 key initiatives to enhance Shell’s Lubricant Marine business.
