Actually I will not spam you and keep your personal data secure
One of the best way to connect online and offline purchases is through data provided by payments. With an increase in digital payments omnichannel retail becomes an easier target.
Consumers seem to be adopting digital payment options at a staggering speed, all over the world. Here are the numbers:
The 260 million internet and mobile payment users show a great appetite for change. The number of mobile payments itself increased by over 445% in the past year as numbers from Q2 show.
Across the globe e-payment leader PayPal shows a steady increase in the number of users and has big plans after its separation from eBay. Though the separation has been long debated, it seems it is for the best.
Number of PayPal Users [source]
Europe lags behind with just 51 million mobile payment users expected in 2016. However – that may change in the future as there is lots of potential. For example Iconiq, an investment fund described as "Zuck and friends" backed Dutch payments company Adyen this year.
Adyen alone is expected to process roughly $45 billion this year, so there is still hope for the old continent.
Meanwhile tech giants such as Apple or Google are engaging one another for the mobile payments market, a seemingly enchanted land in the world of future finance.
For a very long time the store associate has been at the heart of brick and mortar stores. Store associates would greet customers, respond to queries, help find products and generally help customers with their purchases.
However, the emergence of digital tools and especially smartphones has rendered store associates almost obsolete.
In a recent study by MillwardBrown that focused on customers purchasing athletic footwear we can see just how useful a store associate is these days.
Of those that chose to shop in store, only 12% listed the sales person as one of the reason to purchase offline. Most (88%) chose to try on the product before purchasing.
It's not just sports shoes. A study by Deloitte Digital shows that customers would rather receive help from an interactive kiosk or their own smartphone rather than a store associate.
As you can see above the willingness to use a smartphone rather than discuss with a sales associate is almost double. Even an impersonal unmanned device such as an interactive kiosk would fare better than a store associate.
So if you were to combine this data with the fact that most of the sales in global retail will be influenced by digital by 2017 the conclusion is simple. The store associate is a soon to be dead job. If you were planning a career in this area, you'd better jump ship.
We have a growing industry that builds upon the dreams of small web shop owners thinking they can build the next Amazon. That’s about to change.
But the truth is very few of them will ever become self sustainable. Very few will go beyond small web shops. Even well funded startups can crush and burn (Fab for example burned through more than $300 million until calling it quits).
I find it hard to believe that there is a future for the small web shop. Just like web pages today or the Gopher protocol in the past, one day the small web shop will be gone and something else will take its place.
Here are a few things that will be either causes of reactions to this change in digital commerce:
Think of these increasingly influential outlets as the shopping mall for the next century. The likes of Ebay, Amazon and even Walmart will become larger marketplaces catering for both more consumers AND more suppliers / vendors.
In the (near) future ecommerce entrepreneurs will find that the window of opportunity previously open will close and consumers will increasingly rely on larger marketplaces for better prices and more diversity.
Think of it in offline terms. There are little if any incentives in opening a small store in a mostly un-visited area. A better approach is to open your store in an already trafficked shopping mall. Amazon for example caters to sellers and offers a marketplace, fulfillment services and marketing options.
The takeaway is simple: if you can’t build your shop into a shopping mall, you’d better join one or do something else.
We live in a time where a more educated consumer switched from “buy more” to “buy better” and the advertising agency was replaced by Google and Facebook. Creatives are now replaced by algorithms and data.
There is an abundance of digital tools, digital experts, digital know-how (maybe some can be found on this blog also) providing “support” to small web shop owners. The fact is, very few shops are really going to make it to an actual profitable business. Along the way, however, they will pay developers, designers, marketers, ads, copywriters, SEO experts, content experts, photographers. They will buy subscriptions to dozens of cloud applications that brag about the latest success story and they will try to figure out what the hell the numbers in their analytics app are saying.
In the end they will see the problem and the solution lies within one aspect. Size. You may write the best content, have the best designed Magento or Shopify theme. In the end you can’t compete with Amazon. Size does matter.
As the small web shop will start fading away, a new breed of entrepreneurs will show up. The manufacturers. With so many options for cheap production, distribution and marketing the only thing that’s missing is but the great product one passionate entrepreneur can come up with.
There will be little place for small commerce entrepreneurship. But that doesn’t mean consumers will buy less. They will buy better and they will buy from more. We are witnessing a rising trend of small manufacturers popping up with amazing models. A very fun example is the the Dollar Shave Club, a startup that’s manufacturing personal care products for men. The Dollar Shave Club takes on the large companies such as Gillette in a very straightforward way.
So about the death of the small web shop… It’s coming but don’t hold your breath. There are many vested interests in the small webshop industry.
First there are the startup owners that still believe their small web shop has a future in its present form. Then there are the billions of dollars that have been poured by VC’s in web shop apps and marketing tools.
Plus there is a (still) growing literature that tells anyone with a few bucks and a dream that they can be the next Jeff Bezos. What they don’t tell them is that the world has place for only one Jeff Bezos but plenty of open slots for other success stories. Just not one involving a small web shop.
The Beauty and Cosmetics category is one of the fastest moving digital commerce areas. It is a highly competitive and innovative market with large brands quickly adopting digital models and challengers innovating their way to the top.
The emergence of the ecommerce sales channel for beauty brands has seen a long wait. The time has come for beauty retailers to align with the customer’s demand and specific requests. For example, a recent AT Kearney study showed 28 percent of online shoppers use the digital media to get informed on products. They carry this information in stores where they are sometimes more knowledgeable than the store assistants, which may pose a real challenge for beauty brands.
The AT Kearney study shows that only 16% of all online shoppers are online enthusiasts. The rest either use the digital media for information or for shopping for products they are already familiar with:
Online shoppers are more inclined to shop for particular products, such as skin, personal and hair care. Products such as beauty tools and nail care are less likely to be purchased online, unless is a very specific product, one the customer is already familiar with:
In this post we’ll get a glimpse of the eight most important type of beauty brands that engage their users through digital commerce (also). We’ll have a look at a selection of global champions with different backgrounds and different models. From digital pure-plays to established brick and mortar brands, let’s have a look at some of the most interesting approaches to beauty and cosmetics digital retailing:
As expected, Amazon leads the way when it comes to online beauty retailing also. Customers are delighted to almost 2 million products, including luxury brands.
Its Beauty category is the go-to place for most of online enthusiastic shoppers, where Amazon is available. And with Amazon’s shipment policies, that’s basically everywhere.
Amazon’s secret weapon lies in its free-shipping policy (for orders above 25$), a great motivator for online shoppers and a better threshold than challengers Sephora and Beauty.com.
Another great asset Amazon will use to gather shoppers around its beauty retailing section is the fact that more customers use Amazon (30%) than Google when doing online product research.
Sephora is generally seen as the actual leader in the digital beauty commerce. Though it lacks Amazon’s ecommerce strength, the company is part of the largest
luxury high quality goods (ahem…ahem) group, LVMH, packing a lot of beauty retailing know-how.
The company has developed a great omnichannel model that focuses on mobile as a bridge between online and offline.
One of the best things Sephora.com has implemented in its web store is the content marketing and digital assistance features. I’ve previously covered the subject and praised Sephora’s efforts to offer quality content, as praised are due.
The curated content customers find is a great choice to build loyalty. So is the Community where customers can browse among the knowledge base or post questions and interact with professionals.
As mentioned, one of the greatest assets Sephora has is its focus on digital rich content. Users are treated to:
Some other touches make Sephora a great choice for beauty products customers, not the least of which are the three free samples with each order (a great way to drive future orders) and the mobile apps that make us of barcode scanning to offer price info and customer reviews.
Beauty.com is an online retailer so it has no apparent need or intention to leverage offline or omnichannel sales. It has developed specific filters and features to cater to customers that either know what they want and want the best price or they can quickly decide.One of the features that really stands out (they have a pop-up to insure it stands out) is “Auto reorder and save” option. Simply put, the online retailer has noticed the habitual purchase beauty customers take and leveraged it.
Customers can set an auto-reorder flag for certain products, which can be shipped each 30, 60 or 90 days. Before the order is shipped, customers receive an email notifying them and they can pause, skip or cancel the auto-orders. The customer incentives are savings and free shipping.
Another great feature that lets customers reach the right product is the filtering option which is set not only for product features but also customer concerns and specific needs. In the Make-up section, the eye category, one can find brand and ingredients options, but also filters such as concerns (acne, dryness or oiliness), benefits (curling, hold or smooth) and skin type. Unfortunately, the filters are not usable on the smartphone version of the web store.
Just like its direct online competitor (Sephora.com), Beauty.com offers free samples, free shipping for orders $35 and above, free returns and 5% back through its loyalty program. It also features great content areas, such as its Beauty Blog, with Romy Soleimani, The Latest Trends section reviewing product news and a Beauty Videos section, ranked according to customer reviews. A great no-no on the video section is the fact that videos embedding is restricted to affiliates only, leaving a lot of marketing potential untapped.
Consumer demand is the one thing that can decide whether a retailer is successful or not. Of course, there is a whole field of marketing studies to determine how we can influence consumers to purchase. But a really important aspect of how good retailers fare in the market is their ability to “sense” demand, not just influence it.
In a recent study, IHL Group claims Overstocks and Out-of-Stocks cost retailers almost $1.1 trillion world-wide. To put it in perspective, that figure is the size of Australia’s GDP.
What that means is that Overstocks and Out-of-stocks, collectively defined as Inventory Distortion, are a problem that cost retailers world-wide 7.5% of their gross revenue.
The figures translate into poor performance, decreased customer satisfaction, decreased sales and increased costs of inventory warehousing and inventory spoilage. Basically there are two really simple outcomes:
Either way, one thing is for sure: Inventory Distortion leads to poor retail performance.
Demand Sensing is a concept and set of technologies that make use of analytical and prediction models to estimate … well … demand. Imagine a retailer that runs a network of 10 stores, one online store and has a mobile app that drives sales also, along side a call center.
Said retailer probably has an inventory management system, an warehouse management system, a sales reporting tool and probably some type of integration with suppliers and manufacturers.
Let’s imagine this retailer selling a type of red shirts that is available in one of the 10 stores and that inventory is not available online. If a customer will visit 3 of the stores in search of that particular red shirt and then search for it online and still not find it, it will probably consider it to be out of stock and the retailer would lose a sale opportunity.
You probably see where the problem lies: even though the product was available, it was not available to the customer and opportunities were lost. The same thing goes for products that are not exposed to the customers, or they are, say, unreachable on the shelf or unfindable on the web store if the search engine is not fit for the job.
The opposite situation, where demand is not correctly estimated and out-of-stocks become a reality, are just as bad as sales opportunities are lost.
The solution lies in gathering enough data across all sales channels, compiling this data and using models to predict demand. That easier said than done because …
As you are reading a blog on omnichannel retail, the term was bound to appear somewhere along the line. So here it is. You can’t have Demand Sensing without a connected sales operation and inventory transparency. All inventory sources have to be connected and data should be generally available. So should sales data across channels.
The picture below shows an example of omnichannel supply chain, one where all the operational pieces work together and share data. When such a structure is implemented, demand is easily “sensed” and estimated and thus inventory distortion can decrease.
So now we have the data. Implementing omnichannel retail can lead do a better demand sensing and therefore improve inventory distortion, a small glitch in the global retail system costing “only” $1.1 trillion.
Today marks the start of the 10th annual edition of GPeC Summit, one of the most important ecommerce events in Central and Eastern Europe.
With a strong focus on growth, the region sees fast innovation and lots of opportunity.
(Photos courtesy of GPeC Summit / Resp. owners)
The event is held in Bucharest, Romania, a country with a 55% internet penetration and a high ecommerce growth potential. The ecommerce market in Romania grew from EUR 600 million in 2013 (~$668.7 million) to approximately EUR 1.1 billion (~$1.22 billion) in 2014.
With such high growth rate, the event was bound to attract regional and international market leaders and speakers.
Among the speakers at the GPeC Summit you’ll find regional and international entrepreneurs, digital marketing experts and ecommerce professionals.
Among the highlighted conference panels, the audience can tap into insights provided by the likes of:
The full list of speakers on the summit’s website, alongside other data regarding the event.
A very important part of retailing is pricing and the most important part of pricing is the cost. To get a complete view of how much a product would cost, retailers think in terms of net landed cost.
The net landed cost is the sum of costs associated with manufacturing and distribution. When thinking in terms of net landed cost you have a better chance of understanding your total cost.
A common fallacy is thinking of costs just in terms of manufacturing, either from a purchase only point of view (how much you pay your supplier for a given product) or a more inclusive manufacturing point of view. The manufacturing point of view assumes that even if you are not manufacturing the product yourself, you still have the liberty to choose another supplier or change merchandising altogether.
The most important advancements in retail, in terms of supply and cost effectiveness, have focused largely on manufacturing costs in the past decades. This has lead to increasingly efficient production lines, a more competitive manufacturing market, shifting manufacturing overseas and many others.
This manufacturing improvement trend has had beneficial results on the customers life through more accessible, more diversified merchandise. It also meant companies managed to sell more, to more people. Companies such as Walmart have grown to their existing magnitude thanks to a wide network of suppliers, providing them with products manufactured at the best possible cost.
As retailers improved on the manufacturing, there was one part that has been left mostly untouched. That was the distribution. Distribution costs have decreased but not dropped.
To get a better view of why, get a glimpse of what are the factors that weigh in the distribution costs basket. Here you have costs associated with getting a product from the manufacturer to the customer. This includes freight, stocking, customs, costs associated with store development and maintenance, marketing costs, customer support and others. This is a very large area and a lot of work to be done.
Today, distribution is changing, and it’s changing fast. As a result, the associated costs will follow.
At the forefront of this change we have several factors, one of which is omnichannel, another being technology and the third being data. This is how they weigh in and these are the areas that will be soon transformed:
Logistics have not been fully transformed by technology. For example, freight has been virtually unchanged in the past decades. Think about it this way: cargo ships are still loaded after excel files are checked, faxes are sent and handshakes seal deals. For a large part, the industry is archaic and it’s but a question of time until it will be transformed. There is a lot of room for disruption and companies such as Freightos have challenged the status-quo and promise 10-17x ROI. In weeks.
And it’s not just freight. Fleets of small vans contractors have taken up the Uber model and are now roaming the streets of Hong Kong to deliver goods the likes of DHL and UPS can’t.
Omnichannel makes possible and desirable a few things the previous retail models couldn’t. First of all it allows for a better inventory transparency and improved shipping effectiveness.
Customers that would otherwise expect orders placed online to be shipped at home with the respective costs and operational challenges, can now just pick up orders in store. Or better yet, they can have the closest store ship these items at home, instead of mixing the order in a large, central warehouse.
Omnichannel also makes possible having just a limited number of products in store and keep the most either in the warehouse to be shipped when convenient or with a supplier. By reducing store footprint companies can reduce fixed costs associated with marketing and distribution of products, thus decreasing costs.
And it’s not just these, the many aspects of omnichannel retail all converge to a decrease in distribution costs and more efficient ways to handle product demand.
John Wanamaker was a retail innovator. He is credited with the fixed price and money back guarantee marketing concepts. Wanamaker was one of the pioneers of the department store and loved advertising. He is also credited with the famous saying :
“Half the money I spend on advertising is wasted; the trouble is I don’t know which half.”
Good thing that was more than a century ago.Marketing is now changing rapidly and unfortunately for some advertising agencies, long gone are the days when the Mad Men of advertising charged millions for concepts that could or could not work.
With the rise of digital commerce and omnichannel retail and the smartphone to bridge the gaps, data is all around. Marketing is now data driven and the half of budget Wanamaker complained about can now be easily tracked. Companies such as Macy’s are investing heavily in omnichannel policies and marketing. The results are clear. While their competition is diving, Macy’s business is on the rise.
Advertising is data driven and marketing costs are constantly improving.
By improving distribution and decreasing distribution costs we have two very important things happening. The first is that companies engaged in improving this area will be more profitable and more inclined to continue on this path.
The second thing is that lower distribution costs mean better prices for the consumers, therefore an improved appetite for consumption. Improved profitability and decreased prices – these are two very strong forces that will shape tomorrow’s retail. And it’s happening today.
Check Point Software Technologies released a media alert regarding online shops running Ebay’s open-source software Magento.
The company discovered a massive vulnerability that allows malicious attackers to execute remote code.
If it’s exploited, this vulnerability can fully compromise the store running Magento. Attackers have the ability to completely bypass the store’s security and access the full database and administrative tools.
“The vulnerability we uncovered represents a significant threat not to just one store, but to all of the retail brands that use the Magento platform for their online stores – which represents about 30% of the ecommerce market.” – Shahar Tal, Malware and Vulnerability Research Manager
Prior to disclosing the findings, Check Point ST announced Ebay’s development team on this issue. As a result, the company posted a patch on February 9, 2015 (SUPEE-5344 available here). If you are running Magento and have not patched your application, now is the time to do it.
With over 240 000 installs, Magento is the most popular open-source solution to ecommerce stores in the world. As you know, with popularity comes a lot of attention and especially attention from digital threats. Some of the fastest growing online retailers are using Magento as the go-to platform. Names like Alex and Ani, Warby Parker or established companies such as Christian Loubutin or Olympus have been subjected to this threat.
It’s not the first time either. This example from HackerNews shows how attackers advertised compromised shops in order to gather credit card information.
Long story short – if you are running one of the popular open-source ecommerce platforms (think Magento, Prestashop, OS commerce) – be on the lookout for security threats.
It’s impossible to predict the future and basically that’s what strategy is. Based on historic evidence, data and outside factors, companies try to predict how the market is going to evolve and how they can best benefit from this evolution.
While strategy is rarely undebatable and never perfectly executed, it is a very important part in evolving companies. Having a vision and the plan to achieve that vision is what makes companies such as Amazon, Walmart or Apple stay ahead of the competition.
But sometimes things go wrong and strategy mistakes happen. Here are three cases:
Overstock is one of the largest online retailers in the US. It is an Utah based retail company that has a 20 years background in commerce.
The company sells more than 1 million items on the Overstock.com web-store. The products range from home deco to jewelry to electronics to cars to insurance. Did I mention they run a pet adoption online service? And a farmer’s market?
You’ve probably guessed where I’m going with this. Focus is really not their strongest asset. The company has basically organized its strategy around the old “let’s just try everything and see what sticks” motto. This is, of course, the winning formula to tackle Amazon. This and of course Bitcoin, a surefire solution by the company’s CEO to fight the upcoming zombie revolution.
No, really, he actually said that:
“Someday, either zombies walk the Earth or something close to that[…]. Bitcoin is the solution.”
Patrick Byrne, Overstock CEO and Bitcoin Messiah. Source: Wired.
Overstock’s strategy turned “un-focused” to hilarious when it announced its new media service aimed at Amazon’s Prime earlier this year. A bold move one might say, as Overstock is missing a few things called content, digital infrastructure, hardware (think about the Kindle), Amazon’s market share and media know-how. But they did get featured in the Onion a full 2 years before they’ve made the move.
Make no mistake. Walmart is huge. Walmart is on top of the retail food chain (excuse the pun). It has more than 11.000 stores, in 27 countries and employs more than 2.2 million people. The company is the biggest retailer in the world with a revenue of $485 billion.
But that doesn’t mean it should be successful online, does it?
Walmart’s digital strategy is a bit … puzzling, if I may. The company’s “ecommerce” store has been online since 1996, about the same time Amazon started to grow. Unlike Amazon, Walmart.com didn’t really matter in the company strategy until 1999. That’s when the company announced the customers that no orders placed after the 14th of December could be fulfilled in due time for the holidays.
Walmart then decided to spin off that pesky thing called the online store in 2000 and transferred the operations in Silicon Valley, under a partnership with Accel Ventures. The reason, as mentioned in this throw-back article from 2002, is that online is “not where their customer base is”.
After an unusually horrible decision to shut down the store for a month in the fall of 2000, for a revamp, the store was just as bad as before. But it did managed to miss the 2000 holidays season due to a late re-start.
The company eventually realized the blunder and in 2001 bought back Accel’s share in the ecommerce company. Good thing they’ve realized just how important ecommerce was. It didn’t even take long to improve and redesign the webstore: just 5 years, until 2006.
Walmart was also quick to realize it can make a connection between the online and offline channels. In 2007, 11 years after it launched its online store, it launched the Site to Store program, allowing customers to order online and pick up in store.
Blunder after blunder, the company eventually realized the importance of stepping into a new era, one where customers are connected to Walmart digitally. The company has since changed its perception on ecommerce, hired talent and started experimenting with upcoming technologies.
But if there’s something worse than an un-focused strategy and a rigid strategy, that has to be … no strategy:
There are very few cases where the lack of strategy and extensive investments are seen so clear within the same company. Fab is one of these rare fails. The company was founded by Jason Goldberg and Bradford Shellhammer and experimented with some pivots. Five that I know of, mentioned above.
It went on to raise a total of $336 million and for a while it could have been the next Amazon, or Ikea, or Apple, or whatever founder Jason Goldberg thought was the fad of the day. Eventually it went on to be a huge whole in the investors’ pockets and was acquired by an undisclosed sum in march 2015.
The whole story is outlined in this cautionary tale. It could be a very funny strategy fail if it weren’t such a sad story for investors, founders, employees and in the end – the whole online retail market. Fab is the story of what could have been, if someone were to lay out a smarter strategy. Or some strategy for that matter.
Online commerce is growing fast and innovation is key to staying relevant on the market. The simple catalog model is still here but for how long? With customers in need of customized products and personalized offers, with omnichannel gaining momentum, it's the new and innovative startups that are defining tomorrow's shopping standards.
To show just how important innovation is in online retail, this post will showcase three web-only business models that proved successful. Each of these companies has been listed by Internet Retailer as a top-growth retailer.
Let's start with …
Year on Year Growth: 200.3%
You know how cosmetics and hair care companies list so many hair coloring products? Yeah, that's because hair color is quite a personal choice. So eSalon has made sure it stays this way. They provide a special customization form where customers can offer personal info, relevant to building the perfect hue. Hair coloring delicate and often hard to do perfect. So there really is a lot of data you have to fill in before you get the right product but I believe it is worth it.
The company's main target are women and do it yourself hair coloring is not an easy process. Help from expert that can combine and blend multiple ingredients in one perfect hue is great. But eSalon doesn't have to do this blending too often. Once the hair color is just the right fit and the customer is happy with it, it will probably keep coming back.
Year on year growth: 242.10%
Here they are – shaving blades. It's the one item most men have to use daily. Dollar Shave Club manufactures shaving accessories and personal care products for men. Their main product: shaving blades, sent each month to customers, for 1-9$ subscription fee.
Dollar Shave Club (named this way because the blades start at $1 + shipping and handling) has a great marketing and branding approach, fit for their target. Don't believe me? Have a look at this great promo video:
Too bad they only ship in the US, Canada and Australia. The world could be a better place for men worldwide.
Year on year growth: 550.2%
Blue Apron is the fastest growing US retailer, with a 550% growth from last year. Any kind of business that grows five times in one year has to be a pretty amazing concept. And it is.
Think of Blue Apron as IKEA for the kitchen. Cooked meals get a lot less expensive when they're purchased as ingredients. Basically a web web grocer, Blue Apron has decided to take a special approach. By showing how ingredients fit together with recepies, they were able to increase the number of products purchased by customers.
A great concept like Blue Apron has to have a great team behind it. That team is made up of a previous VC investor, a previously technical architect and of course … a chef. A recipe for success, if i might say so.