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Career Conversations" on Supply Chain and Operations
An IIMB NSRCEL & Goldman Sachs Supported Firm
• E-Commerce Business Models
• eSCM
• Salt n Soap Case Study
© Bluebeaks SolutionsFriday, June 17, 2016 2
What we intend to cover
• A new sales channel?
• A home delivery service?
• A seller-buyer information portal?
• A technology platform?
© Bluebeaks SolutionsFriday, June 17, 2016 3
What is E-Commerce?
What is
“E-Commerce”?
© Bluebeaks SolutionsFriday, June 17, 2016 4
Out of 5 only 1.5 Senses can be
transmitted electronically!
If all other considerations were same, we all will buy everything
after examining a product with our 5 senses (i.e. buy offline).
E-Commerce would have been a non-starter.
© Bluebeaks Solutions LLPFriday, June 17, 2016
Customer Engagement Cycle:
Discover to Experience (D2E)
Discover Research Order Pay Possess Experience
© Bluebeaks Solutions LLPFriday, June 17, 2016
D2E Process:
Brick and Mortar Retail Domain
Discover Research Order Pay Possess Experience
© Bluebeaks Solutions LLPFriday, June 17, 2016
Revenue Model:
Brick and Mortar Retail
Discover Research Order Pay Possess Experience
“Revenue – Cost = Profit” : Traditional “Trader Model”
© Bluebeaks Solutions LLPFriday, June 17, 2016
Channels Facilitating D2E Cycle
Discover Research Order Pay Possess Experience
Physical
Channel
© Bluebeaks Solutions LLPFriday, June 17, 2016
Digital Disruption in D2E Cycle
Discover Research Order Pay Possess Experience
Physical
Channel
Digital
Channel
© Bluebeaks Solutions LLPFriday, June 17, 2016
How Customers Today
Traverse the D2E Path
Discover Research Order Pay Possess Experience
Physical
Channel
Digital
Channel
© Bluebeaks Solutions LLPFriday, June 17, 2016
Retail in Digital Age
Discover Research Order Pay Possess Experience
Physical
Channel
Digital
Channel
© Bluebeaks Solutions LLPFriday, June 17, 2016
Retail Industry in Digital Age:
E-Commerce Business Model
Discover Research Order Pay Possess Experience
Physical
Channel
Digital
Channel
© Bluebeaks Solutions LLPFriday, June 17, 2016
Potential
Earnings
leveraging
“Digital Asset”
Revenue (Present + Potential) – Cost (Mostly Present) = Potential Profit
The “Valuation Game”
Leveraging Digital Assets
Digital Asset
Monetise “Digital
Entry Barrier”
Higher Customer
Life Cycle Value
Cost Take-out
through greater
negotiationpower
Monetise Data
Monetise home-
grown technology
© Bluebeaks SolutionsFriday, June 17, 2016 14
So... What can the Customer get
from E-Commerce Transformation?
Cost
ConvenienceChoice
© Bluebeaks SolutionsFriday, June 17, 2016 15
Can E-Commerce Provide a
Sustainable Low Cost Option?
Challenges Opportunities
Cross-subsidising product
sale with earnings from
digital assets
Leveraging digital entry
barrier to obtaingreater
bargaining power with
suppliers
Replacing physicalassets
with digital assets
Last mile deliverycost
Customer acquisitioncost
Technologycost
© Bluebeaks SolutionsFriday, June 17, 2016 16
Can E-Commerce Provide
Convenience with Dependability?
Challenges Opportunities
“aving customers’ time,
fuel, hassles, etc.
Empowering customers
with digital discovery,
research and
experience facilitating
smarter buying decision
Inability to provide“all
5 sense” shopping
experience
Inability toprovide
“neighbourhood
acquaintance”
confidence
© Bluebeaks SolutionsFriday, June 17, 2016 17
Can E-Commerce Provide
Choice with Timeliness?
Challenges Opportunities
Fulfilment
predictability
and time
Servicing the
“long tail”
demand
© Bluebeaks SolutionsFriday, June 17, 2016 18
e-SCM
© Bluebeaks SolutionsFriday, June 17, 2016 19
eSCM Models in E-Commerce
eSCM Models in E-Commerce
Inventory
Led
Drop Ship Marketplace VMI Hyper-local
© Bluebeaks SolutionsFriday, June 17, 2016 20
Inventory Led Model
Warehouse/ Brick and
Mortar Retail Store 1
(Owned by Portal)
Warehouse/ Brick and
Mortar Retail Store 2
(Owned by Portal)
E-Commerce
Portal
1. Product range , stock and price
updated in Portal consolidated or
for specific warehouse/ store
2. Customer places order on
Portal . Customer is usually
shown products available in the
nearest warehouse based on
customer’s location.
3. Order is processed in the
nearest warehouse/ store)
4. Products delivered, In-
house logistics, Salebooked
by E-Commerce entity
© Bluebeaks SolutionsFriday, June 17, 2016 21
Drop-Ship Model
Retailer 1 Retailer 2
E-Commerce
Portal
1. Product , stock and price
updated in Portal by Retailer
2. Customer places order on
Portal on a specific Retailer
3. Order is processedby
the Retailer
4. Products delivered by the
Retailer, Sale booked by the
Retailer, E-Commerce entity
earns through “listing
money” and/or sales
commission
© Bluebeaks SolutionsFriday, June 17, 2016 22
Marketplace Model
E-Commerce
Portal
1. Product , stock and price
updated in Portal by Retailer
2. Customer places order on
Portal on a specific Retailer
3. Store to Door delivery
managed by a multi-tier hub and
spoke logistics network , owned
or outsourced
Sale booked by Retailer, E-Commerce entity earns
through Registration fee and/or Sales Commission
Milk-run
delivery
Milk-run
collection
Aggregation Disaggregation
© Bluebeaks SolutionsFriday, June 17, 2016 23
VMI Model
E-Commerce
Portal
3. Customer places order on
Portal on a specific Retailer
4. Store to Door delivery
managed by a multi-tier hub and
spoke logistics network , owned
or outsourced
Sale booked by Retailer, E-Commerce entity earns
through Registration fee and/or Sales Commission
2. Product , stock and price
updated in Portal by Retailer
1. Retailer stock kept in E-
Commerce owned/
outsourced warehouse,
stock owned by Retailer
till sale is executed
© Bluebeaks SolutionsFriday, June 17, 2016 24
Hyper-local Delivery Model
E-Commerce
App
1. Product range , stock and price
updated in Portal consolidated or
for specific warehouse/ store
2. Customer places order, usually on an App.
Customer is shown products available from local
retailers based on geo-location information
available from the App
3. Order processed at local
station, delivery bikes
despatched to pick up
product from Retailer and
deliver to customer
Sale booked by Retailer, E-Commerce
entity earns through Registration fee
and/or Sales Commission
© Bluebeaks SolutionsFriday, June 17, 2016 25
Model Comparison
© Bluebeaks SolutionsFriday, June 17, 2016 26
Parameters Inventory
Led
Drop Ship Marketplace VMI Hyper-
local
Physical Asset Heavy Light Light Medium Light
Geographical
Expandability
Low High High Low High
Control on Quality,
Availability and
Accuracy of Product and
Information
High Low Low Medium Low
Delivery Time Short Depends on
Retailer
Long Long Very Short
Range of Product Choice Low High High Low Low
Ease of Retailer On-
boarding
Nil Average Easy Very
Difficult
Easy
Ability to Leverage
Digital Assets
Low High High Low High
Online Grocery
Its Different!
© Bluebeaks SolutionsFriday, June 17, 2016 27
Difference # 1
Many Items in a Cart: The “Original “hopping Cart”
© Bluebeaks SolutionsFriday, June 17, 2016 28
Difference # 2
A Large Number of SKUs, Changing Frequently
© Bluebeaks SolutionsFriday, June 17, 2016 29
Difference # 3
Perishable/ Short Shelf Life Products
© Bluebeaks SolutionsFriday, June 17, 2016 30
Difference # 4
Price and Stock Positions Change Frequently
© Bluebeaks SolutionsFriday, June 17, 2016 31
Difference # 5
Many “Qualitative” Parameters in Product “election
© Bluebeaks SolutionsFriday, June 17, 2016 32
Difference # 6
Need of “Fast Delivery”
© Bluebeaks SolutionsFriday, June 17, 2016 33
Difference # 7
“Order Fill Rate”
Units of Items Delivered
Order Fill Rate =
Units of Items Ordered
© Bluebeaks SolutionsFriday, June 17, 2016 34
Difference # 8
Frequent Repeat Purchase Categories
© Bluebeaks SolutionsFriday, June 17, 2016 35
Difference # 9
Vs.
Different Demographic and Psychographic Customer
Segment Compared to Other Categories of E-Commerce
© Bluebeaks SolutionsFriday, June 17, 2016 36
Difference # 10
Thin Margin
© Bluebeaks SolutionsFriday, June 17, 2016 37
Online Grocery:
Differences Create
Challenges
© Bluebeaks SolutionsFriday, June 17, 2016 38
Challenge # 1
Appropriate Web Store/ App Design and Features
© Bluebeaks SolutionsFriday, June 17, 2016 39
Challenge # 2
Updating SKUs and their Information, Prices and Availability
© Bluebeaks SolutionsFriday, June 17, 2016 40
Challenge # 3
Multiple Customer Touch Points
© Bluebeaks SolutionsFriday, June 17, 2016 41
Challenge # 4
Geographical Expansion
© Bluebeaks SolutionsFriday, June 17, 2016 42
Challenge # 5
Adoption of Marketplace Model for Grocery
© Bluebeaks SolutionsFriday, June 17, 2016 43
Challenge # 6
Packaging
© Bluebeaks SolutionsFriday, June 17, 2016 44
Challenge # 7
Home Delivery
© Bluebeaks SolutionsFriday, June 17, 2016 45
Challenge # 8
Managing Returns
© Bluebeaks SolutionsFriday, June 17, 2016 46
Challenge # 9
Managing Customer Expectation
© Bluebeaks SolutionsFriday, June 17, 2016 47
Challenge # 10
Managing Employee Expectation
© Bluebeaks SolutionsFriday, June 17, 2016 48
Salt n Soap
““hop n Drop” Model
© Bluebeaks SolutionsFriday, June 17, 2016 49
© Bluebeaks SolutionsFriday, June 17, 2016 50
Strategic Considerations for
Salt n Soap Supply Chain Model
Parameters Strategic
Desire
Inventory
Led
Drop Ship Marketplace VMI Hyper-
local
Physical Asset Light Heavy Light Light Medium Light
Geographical
Expandability
Medium Low High High Low High
Control on Quality,
Availability and Accuracy
of Product and
Information
High High Low Low Medium Low
Delivery Time Short Short Depends on
Retailer
Long Short Very Short
Range of Product Choice Medium Low High High Low Low
Ease of Supplier On-
boarding
Easy Easy Average Easy Difficult Easy
Ability to deliver products
in a long shopping cart
concurrently with a high
fill rate
Very High Very High Low Low High Low
Ability to Leverage Digital
Assets
High Low High High Low High
© Bluebeaks SolutionsFriday, June 17, 2016 51
Salt n Soap ““hop n Drop” Model
2. Customer of a zone
views products
available in thatzone
and places order
3. Order processed
and delivered from
Salt n Soap Zonal
Operations
Sale booked by
Salt n Soap
Salt n Soap Salt n Soap Salt n Soap
Portal1 + App1 Portal2 + App2 Portal3 + App3
1. Product range , stock and Composite
price updated in Portal Portal + App
programmatically
Organised Organised Organised
Wholesaler 1 Wholesaler 2 Wholesaler 3
SnS VMI @ SnS SnS VMI @ SnS SnS VMI @SnS
Operation Zonal Operation Zonal Operation Zonal
@ Office & @ Office & @ Office &
Wholesaler Warehouse Wholesaler Warehouse Wholesaler Warehouse
© Bluebeaks SolutionsFriday, June 17, 2016 52
Strategic Considerations for
Salt n Soap Supply Chain Model
Parameters Strategic
Desire
Inventory Led Drop Ship Marketplace VMI Hyper-
local
Salt n Soap
Shop n
Drop
Physical Asset Light Heavy Light Light Medium Light Light
Geographical Expandability Medium Low High High Low High Medium
Control on Quality,
Availability and Accuracy
of Product andInformation
High High Low Low Medium Low High
Delivery Time Short Short Dependson
Retailer
Long Long Very Short Short
Range of Product Choice Medium Low High High Low Low Medium
Ease of Supplier On-
boarding
Easy Easy Average Easy Difficult Easy Medium
Ability to deliverproducts
in a long shopping cart
concurrently with a high
fill rate
Very High Very High Low Low High Low Very High
Ability to Leverage Digital
Assets
High Low High High Low High High
IIMK CC Ecommerce

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IIMK CC Ecommerce

  • 1. Career Conversations" on Supply Chain and Operations An IIMB NSRCEL & Goldman Sachs Supported Firm
  • 2. • E-Commerce Business Models • eSCM • Salt n Soap Case Study © Bluebeaks SolutionsFriday, June 17, 2016 2 What we intend to cover
  • 3. • A new sales channel? • A home delivery service? • A seller-buyer information portal? • A technology platform? © Bluebeaks SolutionsFriday, June 17, 2016 3 What is E-Commerce?
  • 4. What is “E-Commerce”? © Bluebeaks SolutionsFriday, June 17, 2016 4
  • 5. Out of 5 only 1.5 Senses can be transmitted electronically! If all other considerations were same, we all will buy everything after examining a product with our 5 senses (i.e. buy offline). E-Commerce would have been a non-starter. © Bluebeaks Solutions LLPFriday, June 17, 2016
  • 6. Customer Engagement Cycle: Discover to Experience (D2E) Discover Research Order Pay Possess Experience © Bluebeaks Solutions LLPFriday, June 17, 2016
  • 7. D2E Process: Brick and Mortar Retail Domain Discover Research Order Pay Possess Experience © Bluebeaks Solutions LLPFriday, June 17, 2016
  • 8. Revenue Model: Brick and Mortar Retail Discover Research Order Pay Possess Experience “Revenue – Cost = Profit” : Traditional “Trader Model” © Bluebeaks Solutions LLPFriday, June 17, 2016
  • 9. Channels Facilitating D2E Cycle Discover Research Order Pay Possess Experience Physical Channel © Bluebeaks Solutions LLPFriday, June 17, 2016
  • 10. Digital Disruption in D2E Cycle Discover Research Order Pay Possess Experience Physical Channel Digital Channel © Bluebeaks Solutions LLPFriday, June 17, 2016
  • 11. How Customers Today Traverse the D2E Path Discover Research Order Pay Possess Experience Physical Channel Digital Channel © Bluebeaks Solutions LLPFriday, June 17, 2016
  • 12. Retail in Digital Age Discover Research Order Pay Possess Experience Physical Channel Digital Channel © Bluebeaks Solutions LLPFriday, June 17, 2016
  • 13. Retail Industry in Digital Age: E-Commerce Business Model Discover Research Order Pay Possess Experience Physical Channel Digital Channel © Bluebeaks Solutions LLPFriday, June 17, 2016 Potential Earnings leveraging “Digital Asset” Revenue (Present + Potential) – Cost (Mostly Present) = Potential Profit The “Valuation Game”
  • 14. Leveraging Digital Assets Digital Asset Monetise “Digital Entry Barrier” Higher Customer Life Cycle Value Cost Take-out through greater negotiationpower Monetise Data Monetise home- grown technology © Bluebeaks SolutionsFriday, June 17, 2016 14
  • 15. So... What can the Customer get from E-Commerce Transformation? Cost ConvenienceChoice © Bluebeaks SolutionsFriday, June 17, 2016 15
  • 16. Can E-Commerce Provide a Sustainable Low Cost Option? Challenges Opportunities Cross-subsidising product sale with earnings from digital assets Leveraging digital entry barrier to obtaingreater bargaining power with suppliers Replacing physicalassets with digital assets Last mile deliverycost Customer acquisitioncost Technologycost © Bluebeaks SolutionsFriday, June 17, 2016 16
  • 17. Can E-Commerce Provide Convenience with Dependability? Challenges Opportunities “aving customers’ time, fuel, hassles, etc. Empowering customers with digital discovery, research and experience facilitating smarter buying decision Inability to provide“all 5 sense” shopping experience Inability toprovide “neighbourhood acquaintance” confidence © Bluebeaks SolutionsFriday, June 17, 2016 17
  • 18. Can E-Commerce Provide Choice with Timeliness? Challenges Opportunities Fulfilment predictability and time Servicing the “long tail” demand © Bluebeaks SolutionsFriday, June 17, 2016 18
  • 20. eSCM Models in E-Commerce eSCM Models in E-Commerce Inventory Led Drop Ship Marketplace VMI Hyper-local © Bluebeaks SolutionsFriday, June 17, 2016 20
  • 21. Inventory Led Model Warehouse/ Brick and Mortar Retail Store 1 (Owned by Portal) Warehouse/ Brick and Mortar Retail Store 2 (Owned by Portal) E-Commerce Portal 1. Product range , stock and price updated in Portal consolidated or for specific warehouse/ store 2. Customer places order on Portal . Customer is usually shown products available in the nearest warehouse based on customer’s location. 3. Order is processed in the nearest warehouse/ store) 4. Products delivered, In- house logistics, Salebooked by E-Commerce entity © Bluebeaks SolutionsFriday, June 17, 2016 21
  • 22. Drop-Ship Model Retailer 1 Retailer 2 E-Commerce Portal 1. Product , stock and price updated in Portal by Retailer 2. Customer places order on Portal on a specific Retailer 3. Order is processedby the Retailer 4. Products delivered by the Retailer, Sale booked by the Retailer, E-Commerce entity earns through “listing money” and/or sales commission © Bluebeaks SolutionsFriday, June 17, 2016 22
  • 23. Marketplace Model E-Commerce Portal 1. Product , stock and price updated in Portal by Retailer 2. Customer places order on Portal on a specific Retailer 3. Store to Door delivery managed by a multi-tier hub and spoke logistics network , owned or outsourced Sale booked by Retailer, E-Commerce entity earns through Registration fee and/or Sales Commission Milk-run delivery Milk-run collection Aggregation Disaggregation © Bluebeaks SolutionsFriday, June 17, 2016 23
  • 24. VMI Model E-Commerce Portal 3. Customer places order on Portal on a specific Retailer 4. Store to Door delivery managed by a multi-tier hub and spoke logistics network , owned or outsourced Sale booked by Retailer, E-Commerce entity earns through Registration fee and/or Sales Commission 2. Product , stock and price updated in Portal by Retailer 1. Retailer stock kept in E- Commerce owned/ outsourced warehouse, stock owned by Retailer till sale is executed © Bluebeaks SolutionsFriday, June 17, 2016 24
  • 25. Hyper-local Delivery Model E-Commerce App 1. Product range , stock and price updated in Portal consolidated or for specific warehouse/ store 2. Customer places order, usually on an App. Customer is shown products available from local retailers based on geo-location information available from the App 3. Order processed at local station, delivery bikes despatched to pick up product from Retailer and deliver to customer Sale booked by Retailer, E-Commerce entity earns through Registration fee and/or Sales Commission © Bluebeaks SolutionsFriday, June 17, 2016 25
  • 26. Model Comparison © Bluebeaks SolutionsFriday, June 17, 2016 26 Parameters Inventory Led Drop Ship Marketplace VMI Hyper- local Physical Asset Heavy Light Light Medium Light Geographical Expandability Low High High Low High Control on Quality, Availability and Accuracy of Product and Information High Low Low Medium Low Delivery Time Short Depends on Retailer Long Long Very Short Range of Product Choice Low High High Low Low Ease of Retailer On- boarding Nil Average Easy Very Difficult Easy Ability to Leverage Digital Assets Low High High Low High
  • 27. Online Grocery Its Different! © Bluebeaks SolutionsFriday, June 17, 2016 27
  • 28. Difference # 1 Many Items in a Cart: The “Original “hopping Cart” © Bluebeaks SolutionsFriday, June 17, 2016 28
  • 29. Difference # 2 A Large Number of SKUs, Changing Frequently © Bluebeaks SolutionsFriday, June 17, 2016 29
  • 30. Difference # 3 Perishable/ Short Shelf Life Products © Bluebeaks SolutionsFriday, June 17, 2016 30
  • 31. Difference # 4 Price and Stock Positions Change Frequently © Bluebeaks SolutionsFriday, June 17, 2016 31
  • 32. Difference # 5 Many “Qualitative” Parameters in Product “election © Bluebeaks SolutionsFriday, June 17, 2016 32
  • 33. Difference # 6 Need of “Fast Delivery” © Bluebeaks SolutionsFriday, June 17, 2016 33
  • 34. Difference # 7 “Order Fill Rate” Units of Items Delivered Order Fill Rate = Units of Items Ordered © Bluebeaks SolutionsFriday, June 17, 2016 34
  • 35. Difference # 8 Frequent Repeat Purchase Categories © Bluebeaks SolutionsFriday, June 17, 2016 35
  • 36. Difference # 9 Vs. Different Demographic and Psychographic Customer Segment Compared to Other Categories of E-Commerce © Bluebeaks SolutionsFriday, June 17, 2016 36
  • 37. Difference # 10 Thin Margin © Bluebeaks SolutionsFriday, June 17, 2016 37
  • 38. Online Grocery: Differences Create Challenges © Bluebeaks SolutionsFriday, June 17, 2016 38
  • 39. Challenge # 1 Appropriate Web Store/ App Design and Features © Bluebeaks SolutionsFriday, June 17, 2016 39
  • 40. Challenge # 2 Updating SKUs and their Information, Prices and Availability © Bluebeaks SolutionsFriday, June 17, 2016 40
  • 41. Challenge # 3 Multiple Customer Touch Points © Bluebeaks SolutionsFriday, June 17, 2016 41
  • 42. Challenge # 4 Geographical Expansion © Bluebeaks SolutionsFriday, June 17, 2016 42
  • 43. Challenge # 5 Adoption of Marketplace Model for Grocery © Bluebeaks SolutionsFriday, June 17, 2016 43
  • 44. Challenge # 6 Packaging © Bluebeaks SolutionsFriday, June 17, 2016 44
  • 45. Challenge # 7 Home Delivery © Bluebeaks SolutionsFriday, June 17, 2016 45
  • 46. Challenge # 8 Managing Returns © Bluebeaks SolutionsFriday, June 17, 2016 46
  • 47. Challenge # 9 Managing Customer Expectation © Bluebeaks SolutionsFriday, June 17, 2016 47
  • 48. Challenge # 10 Managing Employee Expectation © Bluebeaks SolutionsFriday, June 17, 2016 48
  • 49. Salt n Soap ““hop n Drop” Model © Bluebeaks SolutionsFriday, June 17, 2016 49
  • 50. © Bluebeaks SolutionsFriday, June 17, 2016 50 Strategic Considerations for Salt n Soap Supply Chain Model Parameters Strategic Desire Inventory Led Drop Ship Marketplace VMI Hyper- local Physical Asset Light Heavy Light Light Medium Light Geographical Expandability Medium Low High High Low High Control on Quality, Availability and Accuracy of Product and Information High High Low Low Medium Low Delivery Time Short Short Depends on Retailer Long Short Very Short Range of Product Choice Medium Low High High Low Low Ease of Supplier On- boarding Easy Easy Average Easy Difficult Easy Ability to deliver products in a long shopping cart concurrently with a high fill rate Very High Very High Low Low High Low Ability to Leverage Digital Assets High Low High High Low High
  • 51. © Bluebeaks SolutionsFriday, June 17, 2016 51 Salt n Soap ““hop n Drop” Model 2. Customer of a zone views products available in thatzone and places order 3. Order processed and delivered from Salt n Soap Zonal Operations Sale booked by Salt n Soap Salt n Soap Salt n Soap Salt n Soap Portal1 + App1 Portal2 + App2 Portal3 + App3 1. Product range , stock and Composite price updated in Portal Portal + App programmatically Organised Organised Organised Wholesaler 1 Wholesaler 2 Wholesaler 3 SnS VMI @ SnS SnS VMI @ SnS SnS VMI @SnS Operation Zonal Operation Zonal Operation Zonal @ Office & @ Office & @ Office & Wholesaler Warehouse Wholesaler Warehouse Wholesaler Warehouse
  • 52. © Bluebeaks SolutionsFriday, June 17, 2016 52 Strategic Considerations for Salt n Soap Supply Chain Model Parameters Strategic Desire Inventory Led Drop Ship Marketplace VMI Hyper- local Salt n Soap Shop n Drop Physical Asset Light Heavy Light Light Medium Light Light Geographical Expandability Medium Low High High Low High Medium Control on Quality, Availability and Accuracy of Product andInformation High High Low Low Medium Low High Delivery Time Short Short Dependson Retailer Long Long Very Short Short Range of Product Choice Medium Low High High Low Low Medium Ease of Supplier On- boarding Easy Easy Average Easy Difficult Easy Medium Ability to deliverproducts in a long shopping cart concurrently with a high fill rate Very High Very High Low Low High Low Very High Ability to Leverage Digital Assets High Low High High Low High High