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Emerce Retail_Stage Session_SQLI&Spryker_2022_AU (1).pdf

Here are some of the biggest challenges in establishing a successful B2B marketplace: - Getting critical mass of buyers and sellers. It can be difficult to attract enough buyers and sellers in the early stages to make the marketplace viable and drive network effects. - Onboarding merchants. It requires significant effort to onboard new merchants onto the platform, educate them on how to use it, and ensure a good user experience to encourage ongoing participation. - Pricing model. Determining the right pricing model that provides value to both buyers and sellers can be challenging. Fees need to be low enough to attract participants but high enough to be profitable. - Trust and reputation. Buyers and sellers need to trust that the other parties

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Becoming a Marketplace, for B2B Manufacturers Expert Talk Why Marketplace is Your Next Big Initiative spryker.com sqli.com
WHAT ARE THE CONSEQUENCES OF NOT HAVING A MARKETPLACE?
Today everyone wants to become a platform. Huge opportunities lie ahead to accelerate the transition towards sophisticated business models.” Alexander Graf, Spryker Co-founder
The only feature that mattered was that everyone was there. Whoever gets the network effect first, wins. James Currier NFX Guild
GUIDO X JANSEN Evangelist @Spryker MARNIX DEKKER Digital Expert @SQLI
WHY ARE MARKETPLACES REVOLUTIONIZING THE DIGITAL LANDSCAPE?
The rise of marketplaces in numbers $2.67 TRILLION spent globally on the top 100 online marketplaces in 2020 Source: Gartner Inc, digitalcommerce360, Roland Berger of Global Online Retail Sales are accounted for by Marketplace Sales 62% of the enterprise marketplaces launched will serve B2B transactions by 2023 70% Gross Merchandise Value Growth of 100 marketplaces, 2019-20 +29% Asia USA UK France REGIONAL MATURITY Marketplace share in the regional e-commerce market in % $50B - $100B+ TOP 100 Size of the Top 100 Marketplaces broken down by GMV in Billion US-$ in 2020 $1M - $40M $40M - $250M $250M - $1B $1B - $10B $10B - $50B ON THE RISE Marketplaces are driving the growth of GMV in Billion US-$ of the worldwide e-commerce market 2014 2017 2018 2021e Marketplace Wholesale
The Evolution of E-Commerce in a nutshell E-Commerce 1.0: Standard Pipeline (online retailer) who owns the majority of their warehouse items Online-Shop E-Commerce 2.0: Retailer with mix of dropship/ marketplace inventory. One face to the customer Hybrid E-Commerce 3.0: Pure platforms without any own inventory Platform
The Evolution of E-Commerce in a nutshell Fully owned inventory + direct shipping Mix of dropship/ marketplace inventory Pure platforms without any own inventory Online-Shop Hybrid Platform Inventory Risk Product choice Customer Lifetime Value
AND WHAT IS A MARKETPLACE EXACTLY?
Communication & Community Content Creation Service Transaction Different types of platforms Product Transaction Development Finance & Payment
MARKETPLACIFICATION IS EVERYWHERE
Marketplace-ification is real. FOOD & BEVERAGES LEARNING & DEVELOPMENT HEALTH CARE & PHARMA CONSTRUCTION & RAW MATERIALS SERVICES TRANSPORTATION & PACKAGING
C2C [From consumer to consumer] Commerce Type Accessibility Characteristics of Marketplaces Offering Business Model D2C / B2C [From business to consumer] B2B [Pure business transactions] Open [no entry barriers] Closed [invitation required] Pure 3rd party [Marketplace Owner is only Operator] 1P & 3P [Marketplace Owner as Merchant + Operator] Generalist [Broad Portfolio] Specialist [Niche Portfolio]
WHAT ARE THE CHALLENGES RETAIL COMPANIES FACE OVER THE NEXT YEARS?
Challenges that drive the rise of marketplaces Organic growth cannot meet the market speed 1 New business models and categories have to be tested constantly 2 Scaling is subject to major financial risk 3 Customers are searching for one stop solutions, which increases cart sizes 4 Competing on the more diverse product catalog with product longtail 5 Increasing CAC require higher lifetime values or basket sizes 6 The need of complex IT solutions demand a broad reach to ensure a ROI 7
HOW DOES A MARKETPLACE SUPPORT RETAILERS DEFINE A STRATEGY FOR LONGTERM SUCCESS?
An Enterprise Marketplace offers benefits for all involved parties MARKET- PLACE Operator Operator + products & services w/o inventory increase + additional revenue streams + harmonization of channels Customer Customers + transparency + products & offers + curated offers Merchant + access to new customers + operate in standardized environment + Partial outsourcing value chain + self-service selling Merchant
An Enterprise Marketplace is the logical consequence for retail organizations Customer expectations increase Customers are getting more price sensitive Customer loyalty decreases A broad portfolio and best prices are generally expected Differentiation though added value. Enterprise Marketplace enable a focus on such aspects Trust & Security Advisory & Consultation Service & Support
Digital commerce opens up unlimited commerce possibilities D2C Producer sell products or services directly to consumers [e.g. Adidas] B2B2C Two or more businesses offer products or services to consumers [e.g. UberEats] B2C Transactions conducted between businesses and consumers [e.g. Apple] C2C Customer purchases from another customer (peer to peer) [e.g. Etsy] C2B Customers offer services (or goods) to businesses [e.g. Upwork] B2B Commercial transactions between businesses [e.g. Grainger] B2Gov Businesses offer goods or services to governments [e.g. US Federal Gov Platform]
HOW DO YOUR CUSTOMERS APPROACH THE TOPIC OF MARKETPLACE
Sourceability: a marketplace disrupting the electronic component supply chain
Common Spryker Enterprise Marketplace Use Cases 23 Scalability & Customer Access - Extension of portfolio with additional products or services - Scaling without inventory risk - Capitalizing customer access with merchant integration Indirect Sales Solution - Utilizing (an existing) partner network as Merchants to fulfill orders or connect website with retailers - Digitizing the indirect sales approach Unified Commerce - Connecting the online store with stationary outlets as Merchants - Empowering subsidiaries, retail locations, etc. to steer digital participation directly
Business Value of Enterprise Marketplaces ● Increases conversion & revenue, test and offer additional services ● Empowers to scale without (or with decreased) inventory risk ● Allows the introduction of new products & services ● Enables CAC & CLV improvements, capitalizing existing customer access ● Creates transparency and attractive offers for buyers
WHAT ARE SOME SUCCESS FACTORS IN BUILDING A MARKETPLACE?
What makes a great marketplace? - Reached marketplace liquidity: users can have the reasonable expectation to sell something they list or find what they’re looking for - Cross-side network effects: The strengths of one side has effects on the growth of the other.
Raffle Join our Raffle for a chance to win an Apple Watch Series 7 Here is what you need to do: - Visit our booth - Scan the QR code - Fill in and submit your contact details - Confirm your e-mail address And that’s it! We will draw and and contact the winner at the end of the day.
Becoming a Marketplace, for B2B Manufacturers Expert Talk Why Marketplace is Your Next Big Initiative spryker.com sqli.com
End
10 steps to setup your Enterprise Marketplace Define portfolio extension Derive a value proposition Setup backend & settings Define working model Select & onboard test merchants Design Merchant process & SLA Set targets and key metrics Upgrade processes & technology Consider customer needs Shoot & Learn
Audience Question Is your organization planning to introduce your own marketplaces?
Business models in retail change fast and become digital Transportation & Storage Offline Channels Recycling Design Production Sales to Shopper Automated Reorder / Smart Replenishment Unified Commerce Reseller Marketplace Design Community / Customization Online Channels Local Product Marketplace / Fulfillment Services Sharing Models / Pay by Consumption Re-Commerce & Upcycling
Digital purchasing will streamline the sales process 33 Purchase 1.0 Traditional Merchant 2.0 E-commerce Intermediary (e.g. Google) 2.x M-commerce Intermediary (e.g. Google) 2.x Services Service (e.g. subscription, Prime) 3.0 Devices Device (e.g. subscription) 4.0 „Thoughts“ Neuro (e.g. Chip) Purchase Purchase Intention Momentum Competition Product Selection Product Selection Supplier Selection Product Selection Supplier Selection Supplier Selection Product Selection Purchase Purchase Purchase Purchase Source: http://blog.carpathia.ch/2010/04/09/der-digitale-kaufprozess-gestern-heute-und-morgen
This leads to three stages of platform development 34 E-Commerce 1.0: Standard Pipeline (online retailer) who owns the majority of their warehouse items 1.0 – Limited selection for the customer – High inventory risk – Business model heavily under pressure by the 2.0 model (cyberport.de, h&m.com….) E-Commerce 2.0: Retailer with mix of dropship/ marketplace inventory. One face to the customer 2.0 – Huge selection for the customer – Medium inventory risk – Most successful commerce model (Amazon.com, Otto.de) E-Commerce 3.0: Pure platforms without any own inventory 3.0 – Biggest selection but less control over quality of products/service – Zero inventory risk, best prices – Most successful in the next decade (Alibaba.com; Etsy.com) 3.0
35 Consumers have to deal with an overwhelming amount of products and services. Jim Gaffigan Comedian They should bundle all the streaming services together and call it cable. 300 By the end of 2022, the average internet user will have individual digital accounts. Source: Dashlane 10.000 The average American consumer sees around ads per day. Source: Forbes
36 Marketplaces are dominating digital commerce. $2.67 TRILLION spent globally on the top 100 online marketplaces in 2020 Source: digitalcommerce360
37 Marketplaces displace traditional Retail Businesses. 62% of Global Online Retail Sales are accounted for by Marketplace Sales Source: digitalcommerce360
38 Consumers increasingly look out for solutions that make their lives easier by aggregating offerings of an industry. Service Aggregators Product Aggregators
39 ● PepsiCo offers a cross-brand online shop that aggregates “food and beverages for every occasion” ● Customers can order product by product of choose from curated bundles (e.g. Protein Bundle or Family Bundle) PANTRY SHOP BY PEPSICO ● Unilever offers a webshop with all their brands, incl. curated bundles and cross-brand promotions U SHOP BY UNILEVER How can CPG brands strategically extend their multi brand shops to complement their own assortment (relevance)?
40 Independent operator marketplaces aggregate product offerings across an industry. ● Motatos is NOT a marketplace yet but the business model would we highly attractive for a marketplace solution ● Motatos buys expired products from CPG brands and retailers and sells them to consumers online at a certain margin MOTATOS ● Douglas started as operator marketplace for all things beauty ● Later they started to strategically develop and integrate own products to close gaps in the assortment and tap into behavioral trends DOUGLAS
41 Independent operator marketplaces aggregate product offerings across an industry. ● Durst is a market place for drinks from local retailers ● Users can purchase products from different merchants ● Durst will pick up the selected drinks from local retailers and deliver them to customers’ doors DURST
42 B2B will be heavily influenced by Marketplaces as well. 70% B2B Transactions will be served by Enterprise Market- places by 2023 Source: Gartner
43 Markets are getting increasingly fragmented, more and more players specialize in niche areas of an industry.
44 Marketplaces should integrate products and services to turn into true one-stop shops. ● Gastivo aggregates all products services that are relevant for hotels, restaurants and cafés ● Customers can choose from a wide range of merchants, from product replenishment to maintenance and cleaning services GASTIVO - THE HORECA MARKETPLACE ● Danish ship supply provider launched an independent operator marketplace that offers all things ship supply - from crew supplies to spare parts and maintenance services ● Wrist does not offer own products or services on the platform but purely benefits from transaction fees and value added services WRIST MARKETPLACE
45 Marketplaces should integrate products and services to turn into true one-stop shops. ● Kollex is a B2B marketplace for HoReCa ● Beverage wholesalers are listed as merchants and hotels, restaurants or cafés can order directly from the platform KOLLEX // BEVERAGE MARKETPLACE
Two different business models Marketplace Operator Enterprise Marketplace
47 Q3: What are the specific challenges of retailers in the Benelux?
48 5 Success Factors of building a successful marketplace
49 Welcome to our Expert Talk! What we will cover − Industry insights: The relevance and potential of B2B marketplaces − Key challenges for manufacturers and how to overcome them − Industry best practices − Marketplaces features that benefit B2B manufacturers − Top 5 marketplaces features for manufacturers − Q&A Our experts Yara Molthan, Director of Business Consulting at Spryker and a pioneer in E-Commerce Marnix Dekker, Digital Commerce Expert at SQLI Housekeeping − The webinar will be recorded and you will receive the recording − All participants of the event are muted - please interact with us by using the chat − Please participate within our 2 polls!
POLL 1 What are your goals and objectives towards marketplaces for your organization?
51 Current and Future Challenges of B2B manufacturers in the Netherlands and Europe?
52 How does a marketplace business model help to solve these challenges and support manufacturers define a comprehensive strategy for long term success?
53 How to build a marketplace properly?
10 steps to setup your Enterprise Marketplace 54 Define portfolio extension Derive a value proposition Setup backend & settings Define working model Select & onboard test merchants Design Merchant process & SLA Set targets and key metrics Upgrade processes & technology Consider customer needs Shoot & Learn
55 5 Success Factors of building a successful marketplace?
56 Based on your experience, what are the key success factors in the development phase?
57 How do your customers approach the topic of marketplace and what is the proof of value? Can you share some best practices?
Senti . Quaesti . Labora . Inspira
59 SQLI is committed to your digital success. We are technical and creative thinkers and doers, delivering engaging experiences and business growth across the digital landscape. WHAT WE DO WE CRAFT DIGITAL EXPERIENCES THAT DEFINE THE SUCCESS OF GREAT BRANDS
60 SERVICES • DATA & INSIGHTS ○ Master Data Management (MDM) ○ Digital Asset Management (DAM) ○ Product information Management (PIM) ○ Search & Analytics • CUSTOMER EXPERIENCE & DESIGN ○ Branding / UX & UI Design ○ SEO / SEA ○ Social Media ○ Digital Marketing • EXPERIENCE PLATFORMS ○ Websites / Customer Portals ○ Experience Management ○ Customer Data Platform TO MAKE YOUR DIGITAL JOURNEY A SUCCESS • DIGITAL CONSULTING ○ Digital Strategy & Roadmap ○ UX research ○ Lean innovation • E-COMMERCE ○ Webshop / B2B portal ○ Guided Selling / Virtual Assistant ○ Marketplaces ○ Order management • TECHNOLOGY & TRANSFORMATION ○ Hosting ○ Application Maintenance ○ Monitoring s
61 CHOOSING THE BEST SOLUTIONS ON THE MARKET To build sustainable and efficient solutions, we work in collaboration with partners aligned with our ambition. Our approach is agnostic. We strive to offer you the solutions that are best suited to your challenges and constraints.
62 Question from Registration Page: What Industries are recently most receptive to the DTC+Manage-Reseller approach and why?
63 Question from the Registration Page: How to integrate a marketplace to an existing B2B from a strategic perspective
64 Question from Registration Page: Biggest challenges in establishing B2B marketplace?
Emerce Retail_Stage Session_SQLI&Spryker_2022_AU (1).pdf