The client, a multi-brand retail conglomerate with over 1,200 stores across Southeast Asia, operates in diverse verticals including fashion, electronics, home goods, and groceries. Despite its scale and brand recognition, the conglomerate faced mounting pressure from digital-native competitors, changing consumer expectations, and operational inefficiencies across its omnichannel ecosystem.
The conglomerate’s leadership recognized that its legacy systems, siloed data, and inconsistent customer experiences were impeding growth. With the rise of hyper-personalization, mobile-first shopping, and AI-driven engagement, the company needed a radical digital overhaul to remain competitive.
Disjointed Customer Journeys
Customers experienced inconsistent interactions across physical stores, mobile apps, and websites.
Siloed Data Architecture
Each brand operated its own CRM, ERP, and POS systems, leading to fragmented customer profiles and limited cross-brand insights.
+ 45% Increase in Customer Satisfaction Scores (CSAT)
Unified journeys and personalized interactions led to higher engagement and satisfaction.
+ 60% Growth in Cross-Brand Purchases
Customers began exploring and purchasing across brands, driven by intelligent recommendations and loyalty incentives.
– 30% Reduction in Inventory Holding Costs
Predictive analytics enabled smarter procurement and stock management.
– 40% Decrease in Customer Service Response Time
AI chatbots handled 70% of queries autonomously, freeing up human agents for complex issues.
DeltaDot AI’s partnership with the retail conglomerate showcases how AI-driven digital strategy can unlock experience enhancement, operational agility, and business growth. By harmonizing customer journeys, unifying data, and embedding intelligence across operations, the conglomerate is now positioned as a leader in experience-led retail innovation.
This case study serves as a blueprint for other retail enterprises seeking to evolve from fragmented operations to intelligent, unified, and customer-centric ecosystems.
