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Green Apron is a leading chain of grocery stores in the US. Green Apron is known for its excellent customer service with a focus on keeping their customer trust and enhancing the overall customer experience. 

Background

  • Business situation
  • Problem statement

Green Apron is a leading chain of grocery stores in the US. Green Apron is known for its excellent customer service with a focus on keeping their customer trust and enhancing the overall customer experience.

 

Their customer focused strategy has created a major shift in the digital and mobile channels over the past few years, as e-commerce options and the ability to shop over the Internet are now expected for customers. Green Apron has kept pace with the change, providing online shopping to nearly 120 million customers, and 65 million have downloaded their mobile app.

 

Green Apron has requested Deloitte's assistance to redesign and implement a brand new e-commerce platform that would allow them to meet ever changing customer expectations. 

Green Apron is currently updating their app every three months. However, mobile feature sets are rapidly growing, replacing traditional in store shopping tasks from point-of-sale transactions to customizing products. At the same time, customers have rising expectations of rich digital experiences, mobile functionality, and social features.

 

Unfortunately, some of the competitors are able to update their app every two weeks or even more frequently to adapt to latest market trends, seasonal product demands and customer requests.  Since competitors are updating their apps more frequently, they are able to offer new innovative services sooner, while Green Apron struggles to quickly fix bugs or directly address user feedback.

CCPB has tasked Deloitte to perform a current state analysis to identify and address risks in the current cargo security screening processes, as well as the present hiring practices for security screeners. Along with the current state analysis, Deloitte must also create a human capital strategy that identifies cost-effective and streamlined approaches to security screener recruitment, training, and employee engagement initiatives. This strategy should include insights for CCPB senior leadership about how to create a cohesive and unified culture of security awareness.

 

Key considerations:

  • Current CCPB field officers undergo only 6 weeks of on-the-job training and are not required any hours of continuing education.
  • CPB currently has limited access to a counterterrisom database managed by another agency due to current interagency data-sharing policies.
  • The Chief Administrator has only previously worked in military agencies and thus has no experience with civil service organizations; most CCPB field officers are not former military members and are civil servants.
  • The Chief Human Resources Officer (CHRO) is excited about upcoming changes while the Chief Information Officer (CIO) is hesitant to make any changes.
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