Shell's Estore

Shell’s eStore

EXECUTIVE SUMMARY

Shell’s current business need is to develop cost-savings strategy using self-serve technologies.

The present self-serve technology, eStore, is not supporting this corporate objective. Customers are signing up for the service, however, they are not using it. This is mainly due to the web site being cumbersome to use and the customers not seeing the value add of the technology.

In terms of eStore, the alternatives could be to do nothing, to leave it as it is, or to rebrand, redesign and relaunch the web site as “Shell Online.”

My recommendation is to rebrand, redesign and relaunch the website as “Shell Online” and marketed as a service centre meeting your business needs. This could provide Shell with a competitive advantage and an opportunity to gain market share.

CURRENT SITUATION

The current situation is to develop cost-savings strategy using self-serve technologies.

In the Agricultural Segment of Shell’s market, there is a movement of consumers who display “transactor” behaviour. This is where price-sensitive consumers treat fuel and lubricant purchases as a commodity product. While this group represents 2% of market share, this is a material amount, and trends expect that this will increase.

The present self-serve channel, eStore, is not being utilized by the consumers. One of the main reasons is due to web site usability. The consumers are confused by the current web site and do not see it as value add.

CRITERIA (5 marks)

The criteria to be used to measure the success of the new web site are as follows:

Web usability

• monitored by monthly customer surveys completed on line, by telephone and in person.

Increased active users

• 90% conversion rate of all users who sign up for an account.

Gain in market share

• increase of market share by 1 percent.

ALTERNATIVES AND RECOMMENDATION

The alternatives to addressing the current situation of eStore are:

Continue with eStore as...