Decoding the Cross border eCommerce Puzzle - an Anchanto Document devin simon
In recent years, technology has enabled eCommerce retailers and manufacturers to reach customers across borders. However, there are various challenges that need to be tackled in order to flourish at cross-border trade. If you are thinking cross-border, few questions are natural to arise:
Will I benefit from cross-border eCommerce?
Would my products actually sell across borders?
How to overcome logistic challenges in cross-border eCommerce?
This white paper gives you in-depth insights into all of these and much more. Also, explore how technology is the solution to enhance and navigate endless possibilities through cross-border eCommerce.
2021 Omnichannel Guide: A Four-Pillar Approach to Holistic Commerce Successrun_frictionless
An omnichannel approach isn’t just another way of saying that you sell on multiple marketplaces. It’s about delivering a consistent brand experience that transcends specific channels to meet customers where they are and build a personal connection, as well as optimizing your business for the future through channel diversification and comprehensive integration of your data and systems.
https://runfrictionless.com/b2b-white-paper-service/
Op 8 oktober 2015 organiseerde DRV Accountants & Adviseurs en Moore Stephens Belgium het kenniscongres E-commerce in het Belgische Brasschaat. Keynote speaker was Gino van Ossel. Hij gaf zijn visie op e-commerce business modellen.
The Global Challenge to Reinvent the Last Mile in Retail: Insights From Sains...National Retail Federation
The document discusses challenges and opportunities in reinventing last-mile retail delivery. It notes that e-commerce has grown much faster than physical stores. Consumer expectations for delivery speed and convenience are rising, especially among younger generations. Fulfilling online orders comes with higher costs that compress margins for retailers. Winners will raise the customer experience bar while improving economics through measures like common delivery platforms and optimized operations. The case of Sainsbury's Argos transitioning to a digital retailer focused on omnichannel delivery is also discussed.
The document discusses four key areas that affect user experience for fashion e-commerce stores: the homepage, product listings, product cards, and purchasing processes. Research findings show that users want direct access to products on the homepage rather than lifestyle content. For product listings, users prefer seeing models and having the ability to view many products per page. Effective product cards use high-quality images including videos to showcase products and details. The purchasing process should provide flexibility and easy returns to improve the user experience.
The document discusses online-to-offline (O2O) commerce strategies. It notes that while e-commerce is growing, the majority of retail sales still occur offline. An effective O2O strategy discovers customers online and uses tools like in-store pickup to persuade them to visit physical stores. This benefits retailers by turning online researchers into offline buyers. O2O helps address challenges of e-commerce like returns and packaging waste by leveraging the efficiencies of brick-and-mortar stores. While online shopping grows, an integrated online and offline approach is needed for long-term retail success.
What is Omnichannel Retail? Past. Present. Future.Mihai Dragan
Omnichannel retail allows traditional retailers to connect their existing channels such as brick and mortar or call centers to digital channels - online store, mobile app, social shopping channels and others.
This presentation focuses on how this came to be, what are the bottlenecks in implementing omnichannel retail and why should retailers switch to this new approach.
Probably the most compelling reasons to adapt to omnichannel retailing are today's customer demands. The customer wants 24/7 service and the same experience on all sales channels, whether it is the offline store, the mobile app or the brick and mortar outlet.
Getting Started with Online-to-Offline Measurementbrandonwishnow
Although most marketers would agree that online-to-offline measurement is important for the future success of their business, it’s hard to know what steps to take to adopt this strategic initiative.
Ovative/group has found that when done correctly, online-to-offline addresses many of the most complex business problems by providing answers to questions such as: What is the impact of an online visit on offline sales? Does this impact vary by category or product type? What marketing channels influence offline most? And, can I use these channels to drive offline acquisition?
But how do you get started and ensure online-to-offline is a success for your organization? After attending this webinar featuring Ovative/group and LiveRamp you’ll understand:
– Why online-to-offline is important and how to prioritize it among other strategic initiatives
– Who within your organization needs to be involved and how to structure your team
– What technology is required to build online-to-offline measurement capabilities
– How to make digital marketing decisions based on enterprise metrics
Decoding the Cross border eCommerce Puzzle - an Anchanto Document devin simon
In recent years, technology has enabled eCommerce retailers and manufacturers to reach customers across borders. However, there are various challenges that need to be tackled in order to flourish at cross-border trade. If you are thinking cross-border, few questions are natural to arise:
Will I benefit from cross-border eCommerce?
Would my products actually sell across borders?
How to overcome logistic challenges in cross-border eCommerce?
This white paper gives you in-depth insights into all of these and much more. Also, explore how technology is the solution to enhance and navigate endless possibilities through cross-border eCommerce.
2021 Omnichannel Guide: A Four-Pillar Approach to Holistic Commerce Successrun_frictionless
An omnichannel approach isn’t just another way of saying that you sell on multiple marketplaces. It’s about delivering a consistent brand experience that transcends specific channels to meet customers where they are and build a personal connection, as well as optimizing your business for the future through channel diversification and comprehensive integration of your data and systems.
https://runfrictionless.com/b2b-white-paper-service/
Op 8 oktober 2015 organiseerde DRV Accountants & Adviseurs en Moore Stephens Belgium het kenniscongres E-commerce in het Belgische Brasschaat. Keynote speaker was Gino van Ossel. Hij gaf zijn visie op e-commerce business modellen.
The Global Challenge to Reinvent the Last Mile in Retail: Insights From Sains...National Retail Federation
The document discusses challenges and opportunities in reinventing last-mile retail delivery. It notes that e-commerce has grown much faster than physical stores. Consumer expectations for delivery speed and convenience are rising, especially among younger generations. Fulfilling online orders comes with higher costs that compress margins for retailers. Winners will raise the customer experience bar while improving economics through measures like common delivery platforms and optimized operations. The case of Sainsbury's Argos transitioning to a digital retailer focused on omnichannel delivery is also discussed.
The document discusses four key areas that affect user experience for fashion e-commerce stores: the homepage, product listings, product cards, and purchasing processes. Research findings show that users want direct access to products on the homepage rather than lifestyle content. For product listings, users prefer seeing models and having the ability to view many products per page. Effective product cards use high-quality images including videos to showcase products and details. The purchasing process should provide flexibility and easy returns to improve the user experience.
The document discusses online-to-offline (O2O) commerce strategies. It notes that while e-commerce is growing, the majority of retail sales still occur offline. An effective O2O strategy discovers customers online and uses tools like in-store pickup to persuade them to visit physical stores. This benefits retailers by turning online researchers into offline buyers. O2O helps address challenges of e-commerce like returns and packaging waste by leveraging the efficiencies of brick-and-mortar stores. While online shopping grows, an integrated online and offline approach is needed for long-term retail success.
What is Omnichannel Retail? Past. Present. Future.Mihai Dragan
Omnichannel retail allows traditional retailers to connect their existing channels such as brick and mortar or call centers to digital channels - online store, mobile app, social shopping channels and others.
This presentation focuses on how this came to be, what are the bottlenecks in implementing omnichannel retail and why should retailers switch to this new approach.
Probably the most compelling reasons to adapt to omnichannel retailing are today's customer demands. The customer wants 24/7 service and the same experience on all sales channels, whether it is the offline store, the mobile app or the brick and mortar outlet.
Getting Started with Online-to-Offline Measurementbrandonwishnow
Although most marketers would agree that online-to-offline measurement is important for the future success of their business, it’s hard to know what steps to take to adopt this strategic initiative.
Ovative/group has found that when done correctly, online-to-offline addresses many of the most complex business problems by providing answers to questions such as: What is the impact of an online visit on offline sales? Does this impact vary by category or product type? What marketing channels influence offline most? And, can I use these channels to drive offline acquisition?
But how do you get started and ensure online-to-offline is a success for your organization? After attending this webinar featuring Ovative/group and LiveRamp you’ll understand:
– Why online-to-offline is important and how to prioritize it among other strategic initiatives
– Who within your organization needs to be involved and how to structure your team
– What technology is required to build online-to-offline measurement capabilities
– How to make digital marketing decisions based on enterprise metrics
E-commerce Berlin Expo 2017 - Understanding Merchant Growth Paths in the Digi...E-Commerce Berlin EXPO
The eCommerce disruption opportunity is here. With $2.3 trillion spent online annually, 1.6 billion people shopping online in 2016 and $1.0 trillion predicted in cross-border spending by 2020, the opportunities for merchant growth have never been so significant, varied and fast. ACI will present a framework for understanding merchant growth paths, and will discuss - using use cases and real-world examples - how merchants can select the most suitable growth strategies for their business.
Marketplaces provide an online space where retailers and consumers can buy and sell goods. They handle technical and marketing elements, putting all retailers on equal footing. Selling on marketplaces allows retailers to access new markets and customers while controlling costs. For consumers, marketplaces offer a wide selection of products in one place with a simple purchasing process. Integrating onto marketplaces gives retailers opportunities to increase sales and visibility. Choosing the right marketplaces involves considering factors like category focus, requirements, and commissions. As mobile purchases rise, marketplaces are expanding to mobile to remain relevant in an increasingly multi-device shopping landscape.
The document discusses the rise of omni-channel retailing and the need for retailers to understand customers across all channels. It states that customers now expect seamless experiences regardless of what channel they use. It also emphasizes that to succeed in omni-channel retailing, retailers need analytics that provide a complete view of each customer drawn from all interaction points. The document recommends that retailers invest in building centralized data warehouses that can integrate information from different sources in order to develop predictive models and gain insights about customers' shopping behaviors.
The document discusses several topics related to eCommerce challenges and trends:
1) Ecommerce giants are mostly Chinese companies like Alibaba and JD.com, but they are less profitable than Amazon. Alibaba dominates the Chinese market while Amazon leads globally.
2) New trends include "phygital" retail that combines physical and digital experiences, and smart retail using technologies like facial recognition, cashier-less stores, and personalized digital displays.
3) Fulfilling rising consumer demands for fast delivery is challenging e-logistics, driving the use of automation, drones, robots, and autonomous vehicles in warehouses and delivery.
Commercial Innovation in US Oilfield: Buyers and Sellers Both Win by Embracin...Hexacom
For many years (too many, perhaps), technological investment in the oilfield has focused uniquely on the products and services used rather than the ways in which buyers connect to them. Rarely have visionary eyes turned towards the business environment within the industry, the ways in which customers and suppliers work together. However, given the right combination of content (e.g., product specifications, supplier details), front-end tools, and an underlying intelligence structure, a lot can be done to democratize and expand oilfield transactions.
Commercial innovation such as this ensures that the oil and gas industry’s ultimate, collective product – the cheap energy that drives civilization’s progress – maintains its competitive place in the global energy mix. Indeed, a drive towards complete efficiency in every facet of the value chain will keep energy from hydrocarbons viable in the long run. And reducing the waste created throughout the buying and selling process is a key aspect of this.
Le magasin du futur - Keynote Zappos E-Commerce Paris 2013 par Dominique Piot...Petit Web
Qui ? Dominique Piotet, Pdg de Rebellion Lab et architecte du magasin du futur pour Zappos, qui ouvrira ses portes en janvier 2015 à Las Vegas.
Quoi ? Un keynote lors du salon E-commerce Paris 2013, qui donne un avant gout du premier magasin physique du leader américain de la vente de chaussures, filiale d'Amazon.
LAS CLAVES DEL ÉXITO EN LA GENERACIÓN DE UN CANAL DE VENTAS POR INTERNET, SOL...Marcos Pueyrredon
Material de apoyo utilizado por el experto internacional Enio Harbin, WebSphere Commerce Manager para Latinoamérica de IBM en el panel "LAS CLAVES DEL ÉXITO EN LA GENERACIÓN DE UN CANAL DE VENTAS POR INTERNET, SOLUCIONES PARA ACELERAR LA OFERTA EN LOS NEGOCIOS ONLINE" que que se llevo a durante el III Congreso Latinoamericano de Comercio Electronico Ecommerce LATAM 2009 (www.ecommercelatam.org) realizado el 2 de diciembre del 2009 en Hotel W de la ciudad de Santiago, Chile. Si usted esta interesado en acceder a mas informacion, material y videos del panel y el resto del Congreso ingrese en http://www.comunidadebusiness.com/group/ecommercelatam2008
This document discusses the importance of fast and reliable delivery for e-commerce success. Traditional supply infrastructure cannot support same-day or on-demand deliveries in a cost-effective way. The presenter's company, iVoy, has developed a crowdsourcing solution that connects couriers and customers across industries using technology and big data to enable same-day and ultra-fast deliveries that are 30% cheaper and 95% faster than alternatives. Major clients include a pet shop and fintech company that can deliver cards within an hour using iVoy's network.
Jorij Abraham, Director of Consulting Unic
Jorij Abraham, Director of Consulting bij Unic en voormalig manager eCommerce bij Magazijn de Bijenkorf, TUI en Sanoma, presenteert 100 Best Practices op het gebied van Omnichannel. In zeer korte tijd wordt u geïnspireerd met hoe u nieuwe media kunt inzetten voor verkoop. Tevens behandelt hij de valkuilen die horen bij het wisselen van een single- naar een omnichannel strategie.
As specialist advisers to the marketing communications and technologies industry, we are uniquely positioned to ensure that we are continually on top of key trends in this rapidly evolving landscape.
The document discusses how retailers can provide a seamless customer experience across both online and in-store shopping channels. It emphasizes that retailers need to understand customers as individuals no matter which channels they use. New technologies allow retailers to gain more customer data insights and customize promotions, but the customer experience should feel consistent regardless of where they shop. For retailers to truly provide a connected customer journey, all of their systems need to work together with joined-up thinking focused on the customer, not just individual online or offline sales channels.
QuayPay Presentation at the Payments Innovation Conference 2016 - Geolocation...Carlos Piteira
This document summarizes a presentation about geolocation, mobile payments, and building an omnichannel payments ecosystem. It notes that while ecommerce is growing, it still only accounts for a small portion of retail sales. However, emerging technologies like geolocation, mobile wallets, beacons, and cloud services allow the delivery of personalized, location-aware content and payments across online and in-store channels. This can help payment providers expand beyond ecommerce. The presentation provides examples of companies already using these approaches and discusses challenges in changing consumer behavior and implementing new systems. It argues these technologies combined with invisible, embedded payments can transform shopping experiences.
Omni-Channel Marketing – Bridging the Gap between Insight & ExecutionG3 Communications
This webinar discussed omnichannel marketing challenges in retail. Key points included:
1. Retailers need a single customer view, segmentation, revenue attribution across channels, and channel execution capabilities.
2. Recommendations involved a strategic framework to enable customer insight, automation, and execution across channels.
3. Case studies showed how data integration helped target promotions and personalize the in-store experience.
Optimising your OmniPayments - Consumers, payments and the futureGeoffrey Barraclough
Qual and quant study of 2500 UK consumers looking at attitudes to new payment technology. Uses behavioural economics to evaluate likely adoption of new payment ideas.
E-commerce sales continue to grow, generating over $300 billion in the U.S. alone in 2015. But e-commerce still remains a small percent of overall retail sales at approximately 10%.
So what can multichannel and ecommerce retailers do to increase their online sales?
How would e-commerce look in 2018?
What skills Solution Providers would need to support retailer's technology needs?
Digital transformation: the future of retailMosoco Ltd
The document discusses opportunities for digitizing and transforming the retail experience through smart and digital technologies. It explores how consumer shopping behaviors are changing with increased online shopping and same-day delivery expectations. It then outlines several digital strategies and technologies retailers can adopt to enhance the in-store and online shopping experience, such as implementing Wi-Fi, augmented reality mirrors, mobile POS, beacon marketing, and personalizing products. The document also discusses how these digital tools can be used to combat showrooming, track customers, manage inventory, and transform underused real estate like vacant lots.
In today’s omnichannel world, the distinction between brands and retailers is of little interest to consumers. They will buy from whoever is best able to “deliver the goods.” Branded manufacturers can take advantage of this unprecedented opportunity to get closer to the consumer, if they manage to acquire the requisite fulfillment and supply chain capabilities.
This document is a collection of photos from various photographers including marfis75, Laurence Vagner, Wicker Paradise, ChowKaiDeng, priyam.n, Haags Uitburo, TalhofFestival, and Timmy Toucan. It encourages the viewer to get inspired by the photos and create their own Haiku Deck presentation on SlideShare.
மனத்தை ஒருமுகப்படுத்து, சிந்தனையை ஒழுங்குபடுத்து, செயலின் வெற்றியை உறுதிப்படுத்து.
இயலாமை எனும் இருட்டை குறை கூறி என்ன இலாபம்?.
அறிவு என்னும் விளக்கை ஏற்றி இயலாமை என்னும் இருட்டை அகற்றினால் நாம் அனைத்திலும் இலாபம் என்னும் வெற்றியை அடையலாம்.
KOWSHIKAA CONSULTANCY - R.RAJARAM - 9865118262
E-commerce Berlin Expo 2017 - Understanding Merchant Growth Paths in the Digi...E-Commerce Berlin EXPO
The eCommerce disruption opportunity is here. With $2.3 trillion spent online annually, 1.6 billion people shopping online in 2016 and $1.0 trillion predicted in cross-border spending by 2020, the opportunities for merchant growth have never been so significant, varied and fast. ACI will present a framework for understanding merchant growth paths, and will discuss - using use cases and real-world examples - how merchants can select the most suitable growth strategies for their business.
Marketplaces provide an online space where retailers and consumers can buy and sell goods. They handle technical and marketing elements, putting all retailers on equal footing. Selling on marketplaces allows retailers to access new markets and customers while controlling costs. For consumers, marketplaces offer a wide selection of products in one place with a simple purchasing process. Integrating onto marketplaces gives retailers opportunities to increase sales and visibility. Choosing the right marketplaces involves considering factors like category focus, requirements, and commissions. As mobile purchases rise, marketplaces are expanding to mobile to remain relevant in an increasingly multi-device shopping landscape.
The document discusses the rise of omni-channel retailing and the need for retailers to understand customers across all channels. It states that customers now expect seamless experiences regardless of what channel they use. It also emphasizes that to succeed in omni-channel retailing, retailers need analytics that provide a complete view of each customer drawn from all interaction points. The document recommends that retailers invest in building centralized data warehouses that can integrate information from different sources in order to develop predictive models and gain insights about customers' shopping behaviors.
The document discusses several topics related to eCommerce challenges and trends:
1) Ecommerce giants are mostly Chinese companies like Alibaba and JD.com, but they are less profitable than Amazon. Alibaba dominates the Chinese market while Amazon leads globally.
2) New trends include "phygital" retail that combines physical and digital experiences, and smart retail using technologies like facial recognition, cashier-less stores, and personalized digital displays.
3) Fulfilling rising consumer demands for fast delivery is challenging e-logistics, driving the use of automation, drones, robots, and autonomous vehicles in warehouses and delivery.
Commercial Innovation in US Oilfield: Buyers and Sellers Both Win by Embracin...Hexacom
For many years (too many, perhaps), technological investment in the oilfield has focused uniquely on the products and services used rather than the ways in which buyers connect to them. Rarely have visionary eyes turned towards the business environment within the industry, the ways in which customers and suppliers work together. However, given the right combination of content (e.g., product specifications, supplier details), front-end tools, and an underlying intelligence structure, a lot can be done to democratize and expand oilfield transactions.
Commercial innovation such as this ensures that the oil and gas industry’s ultimate, collective product – the cheap energy that drives civilization’s progress – maintains its competitive place in the global energy mix. Indeed, a drive towards complete efficiency in every facet of the value chain will keep energy from hydrocarbons viable in the long run. And reducing the waste created throughout the buying and selling process is a key aspect of this.
Le magasin du futur - Keynote Zappos E-Commerce Paris 2013 par Dominique Piot...Petit Web
Qui ? Dominique Piotet, Pdg de Rebellion Lab et architecte du magasin du futur pour Zappos, qui ouvrira ses portes en janvier 2015 à Las Vegas.
Quoi ? Un keynote lors du salon E-commerce Paris 2013, qui donne un avant gout du premier magasin physique du leader américain de la vente de chaussures, filiale d'Amazon.
LAS CLAVES DEL ÉXITO EN LA GENERACIÓN DE UN CANAL DE VENTAS POR INTERNET, SOL...Marcos Pueyrredon
Material de apoyo utilizado por el experto internacional Enio Harbin, WebSphere Commerce Manager para Latinoamérica de IBM en el panel "LAS CLAVES DEL ÉXITO EN LA GENERACIÓN DE UN CANAL DE VENTAS POR INTERNET, SOLUCIONES PARA ACELERAR LA OFERTA EN LOS NEGOCIOS ONLINE" que que se llevo a durante el III Congreso Latinoamericano de Comercio Electronico Ecommerce LATAM 2009 (www.ecommercelatam.org) realizado el 2 de diciembre del 2009 en Hotel W de la ciudad de Santiago, Chile. Si usted esta interesado en acceder a mas informacion, material y videos del panel y el resto del Congreso ingrese en http://www.comunidadebusiness.com/group/ecommercelatam2008
This document discusses the importance of fast and reliable delivery for e-commerce success. Traditional supply infrastructure cannot support same-day or on-demand deliveries in a cost-effective way. The presenter's company, iVoy, has developed a crowdsourcing solution that connects couriers and customers across industries using technology and big data to enable same-day and ultra-fast deliveries that are 30% cheaper and 95% faster than alternatives. Major clients include a pet shop and fintech company that can deliver cards within an hour using iVoy's network.
Jorij Abraham, Director of Consulting Unic
Jorij Abraham, Director of Consulting bij Unic en voormalig manager eCommerce bij Magazijn de Bijenkorf, TUI en Sanoma, presenteert 100 Best Practices op het gebied van Omnichannel. In zeer korte tijd wordt u geïnspireerd met hoe u nieuwe media kunt inzetten voor verkoop. Tevens behandelt hij de valkuilen die horen bij het wisselen van een single- naar een omnichannel strategie.
As specialist advisers to the marketing communications and technologies industry, we are uniquely positioned to ensure that we are continually on top of key trends in this rapidly evolving landscape.
The document discusses how retailers can provide a seamless customer experience across both online and in-store shopping channels. It emphasizes that retailers need to understand customers as individuals no matter which channels they use. New technologies allow retailers to gain more customer data insights and customize promotions, but the customer experience should feel consistent regardless of where they shop. For retailers to truly provide a connected customer journey, all of their systems need to work together with joined-up thinking focused on the customer, not just individual online or offline sales channels.
QuayPay Presentation at the Payments Innovation Conference 2016 - Geolocation...Carlos Piteira
This document summarizes a presentation about geolocation, mobile payments, and building an omnichannel payments ecosystem. It notes that while ecommerce is growing, it still only accounts for a small portion of retail sales. However, emerging technologies like geolocation, mobile wallets, beacons, and cloud services allow the delivery of personalized, location-aware content and payments across online and in-store channels. This can help payment providers expand beyond ecommerce. The presentation provides examples of companies already using these approaches and discusses challenges in changing consumer behavior and implementing new systems. It argues these technologies combined with invisible, embedded payments can transform shopping experiences.
Omni-Channel Marketing – Bridging the Gap between Insight & ExecutionG3 Communications
This webinar discussed omnichannel marketing challenges in retail. Key points included:
1. Retailers need a single customer view, segmentation, revenue attribution across channels, and channel execution capabilities.
2. Recommendations involved a strategic framework to enable customer insight, automation, and execution across channels.
3. Case studies showed how data integration helped target promotions and personalize the in-store experience.
Optimising your OmniPayments - Consumers, payments and the futureGeoffrey Barraclough
Qual and quant study of 2500 UK consumers looking at attitudes to new payment technology. Uses behavioural economics to evaluate likely adoption of new payment ideas.
E-commerce sales continue to grow, generating over $300 billion in the U.S. alone in 2015. But e-commerce still remains a small percent of overall retail sales at approximately 10%.
So what can multichannel and ecommerce retailers do to increase their online sales?
How would e-commerce look in 2018?
What skills Solution Providers would need to support retailer's technology needs?
Digital transformation: the future of retailMosoco Ltd
The document discusses opportunities for digitizing and transforming the retail experience through smart and digital technologies. It explores how consumer shopping behaviors are changing with increased online shopping and same-day delivery expectations. It then outlines several digital strategies and technologies retailers can adopt to enhance the in-store and online shopping experience, such as implementing Wi-Fi, augmented reality mirrors, mobile POS, beacon marketing, and personalizing products. The document also discusses how these digital tools can be used to combat showrooming, track customers, manage inventory, and transform underused real estate like vacant lots.
In today’s omnichannel world, the distinction between brands and retailers is of little interest to consumers. They will buy from whoever is best able to “deliver the goods.” Branded manufacturers can take advantage of this unprecedented opportunity to get closer to the consumer, if they manage to acquire the requisite fulfillment and supply chain capabilities.
This document is a collection of photos from various photographers including marfis75, Laurence Vagner, Wicker Paradise, ChowKaiDeng, priyam.n, Haags Uitburo, TalhofFestival, and Timmy Toucan. It encourages the viewer to get inspired by the photos and create their own Haiku Deck presentation on SlideShare.
மனத்தை ஒருமுகப்படுத்து, சிந்தனையை ஒழுங்குபடுத்து, செயலின் வெற்றியை உறுதிப்படுத்து.
இயலாமை எனும் இருட்டை குறை கூறி என்ன இலாபம்?.
அறிவு என்னும் விளக்கை ஏற்றி இயலாமை என்னும் இருட்டை அகற்றினால் நாம் அனைத்திலும் இலாபம் என்னும் வெற்றியை அடையலாம்.
KOWSHIKAA CONSULTANCY - R.RAJARAM - 9865118262
Dokumen tersebut berisi tentang prosedur upacara yang meliputi langkah-langkah persiapan seperti membersihkan diri, duduk bersila, dan mengatur pernafasan, diikuti dengan ritual seperti membakar dupa, menghisap asapnya, dan melafalkan mantra-mantra. Prosedur ini bertujuan untuk membersihkan diri secara lahir dan batin sebelum melakukan upacara.
This short document promotes creating presentations on SlideShare using Haiku Deck, an online tool for making simple slideshows. It encourages the reader to get started making their own Haiku Deck presentation by clicking a button labeled "GET STARTED".
The document provides details about a student music video project. It discusses using the song "She Moves In Her Own Way" by The Kooks for inspiration. It plans to feature a narrative about a girl attending a gig and moving through the crowd. It also discusses taking influence from other music videos visually. The group will hold a mock gig with model band and friends as audience to film performance scenes. They created a mock band website and sent a copyright permission email to use the song. A mock digipack design is shown and audience research questions are mentioned to help improve the final video.
O documento descreve um calendário de eventos promovidos pela AGENCIAUTO/MT entre setembro e dezembro de 2016, incluindo treinamentos, palestras e congressos sobre gestão, vendas de veículos, impostos e avaliação de veículos usados, com o objetivo de capacitar profissionais do setor automotivo.
Katherine Vanderwiel Johnston has over 20 years of experience in corporate and agency recruiting with a focus on sourcing candidates passively. She has exceeded goals in sourcing hundreds of candidates for roles such as mortgage sales originators, wealth management advisors, and loan officers. Johnston provides creative and self-motivated staffing and sourcing solutions with the ability to achieve corporate goals.
The document discusses leadership and becoming a leader. It quotes "Leadership is not what you do; it's who you become" and attributes the quote to LAM LaurieAnnMurabito.com. The document contains exercises for reflecting on qualities of influential people and obstacles to leadership like consistency and confidence. It encourages rethinking leadership and provides lessons to become a remarkable leader.
The storyboard document outlines 11 scenes:
1) An agent is interrogated with punches while tied to a chair.
2) The title sequence shows a car driving down a country road in various shots.
3) The car pulls up next to a field and 5 masked men with guns remove a tied up man from the car boot.
4) The masked men drag the man to the field and put a gun to his head.
மனத்தை ஒருமுகப்படுத்து, சிந்தனையை ஒழுங்குபடுத்து, செயலின் வெற்றியை உறுதிப்படுத்து.
இயலாமை எனும் இருட்டை குறை கூறி என்ன இலாபம்?.
அறிவு என்னும் விளக்கை ஏற்றி இயலாமை என்னும் இருட்டை அகற்றினால் நாம் அனைத்திலும் இலாபம் என்னும் வெற்றியை அடையலாம்.
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See webinar recording of this presentation at: https://resource.alibabacloud.com/webinar/detail.htm?webinarId=42
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Retail Restructuring Trends RMA Conference Dec 2014
1. PRIVATE AND CONFIDENTIAL DECEMBER 10, 2014
RMA: Senior Workout Officers Fall Round Table
Retail Sector Trends and Risk
2. PRIVATE AND CONFIDENTIAL
2
Table of Contents
Section
I Background on Panelists & Introduction 3
II Impact of E-Commerce 7
III What is Omni-Channel? 15
IV Debt Market & Retail Sector Risk Profile 23
V Wrap Up & Q&A 36
4. PRIVATE AND CONFIDENTIAL
4
Introduction to Peter J. Solomon Company and AlixPartners Panelists
Peter J. Solomon Company AlixPartners
Durc A. Savini
Managing Director,
Head of Restructuring
& Recapitalization
212.508.1618 (w)
dsavini@pjsc.com
Jeffrey A. Derman
Managing Director,
Mergers & Acquisitions
(Retail / Consumer)
212.508.1625 (w)
jderman@pjsc.com
Deborah Rieger-
Paganis
Director, Turnaround &
Restructuring
212.297.6337 (w)
dpaganis@alixpartners.
com
Ted Stenger
Managing Director,
Turnaround &
Restructuring
212.297.6318 (w)
tstenger@alixpartners.
com
5. PRIVATE AND CONFIDENTIAL
5
The Retail Industry Has Evolved Over Time
Retail industry in midst of widespread restructuring to reduce over-capacity following decades of new store growth
Each successive wave of new formats ended more quickly than the previous wave (discount stores matured in 35 years,
specialty stores in 25 years, category killers in 15 years and outlets in 10 years)
– Waves created by entrepreneurs, funded by VCs, and staffed by retail veterans
Aggressive national chains (Wal-Mart, Target, Kohl’s) exacerbated the competitive environment and created additional capacity
Consumers more educated about “value”
Chains selling a value proposition have flourished as have, paradoxically, stores offering high-end quality merchandise
Despite perceived threat from Internet vendors, on-site shopping has remained the dominant retail format as retailers seek to
leverage store base as competitive advantage
The shift to mobile commerce continues, with materially higher conversion rates through tablets versus smartphones
Growth of
Department
Stores
Growth of
Discounters
Increasing
Strength of
Specialty
Store Chains
Roll out of
Big Box
Category
Killers
Growth of
Outlet Stores
Rise of
Dollars Stores
and Return of
Large
Discounters
Evolution of
e-commerce
and other
forms of
distribution
1950s and
1960s
1960s and
1970s
1970s and
1980s
1980s and
1990s
Late 1980s &
Early 1990s
Late 1990s &
Early 2000s
Late 2000s –
Current
6. PRIVATE AND CONFIDENTIAL
6
The US retail market has grown to approximately $3 trillion, with
grocery accounting for the largest share of the market
Source: Euromonitor International, May 2014.
2013 US Retail Sales By Sector
8. PRIVATE AND CONFIDENTIAL
8
E-commerce penetration as a % of sales is growing rapidly & forecast
to reach 16% of US retail sales by 2018
Source: UBS Retail Study, 10/10/14.
US Retail Sales and E-Commerce Penetration
Penetration today 9%
w/o travel only 6%
9. PRIVATE AND CONFIDENTIAL
9
Just Who is Shopping Online?
Source: UBS Retail Study, 10/10/14 (respondents data).
Percentage of Total Spend Done Online by Segment
10. PRIVATE AND CONFIDENTIAL
10
What is Driving the Decision to Either Shop Online or Not?
Source: UBS Retail Study, 10/10/14.
Reasons Consumers Buy Online Reasons Consumers Do Not Buy Online
11. PRIVATE AND CONFIDENTIAL
11
And What are They Shopping For?
Source: UBS Retail Study, 10/10/14.
Percentage of Total Spending Done Online by Product Category
High Penetration Online Sales
Music 56%
Books 50%
Electronics 42%
Low Penetration Online Sales
Groceries 6%
Household Products 8%
Personal Care Products 12%
Mid Penetration Online Sales
Apparel 28%
12. PRIVATE AND CONFIDENTIAL
12
Internet sales are expected to grow at a 16.5% CAGR vs. overall U.S.
retail sales growth at 3.5%
2013 2018 Increase
U.S. Retail Sales $3,000B $3,600B $600B
Internet Sales 260B 565B 305B
Brick & Mortar Sales $295B
Source: UBS Retail Study, 10/10/14.
Although online shopping is slowly taking market share, the bulk of consumer
shopping still largely takes place at brick and mortar locations
13. PRIVATE AND CONFIDENTIAL
13
The impact of this shift to online shopping can be felt in a number of
areas
Brick & mortar stores
– In-store fulfillment of online orders – convenience / omni-channel
– Re-prioritizing what is stocked in-store – high touch/need to see items
– New formats
• E-Tailers opening stores -- Zappo’s opened a store in Las Vegas
• E-Tailers and brick and mortar opening pop-up stores
– Significant investments in “owning” customers
• Loyalty programs internet and mail
• Sophisticated cataloging by specific customer using Big Data
• Omni-channel
Landlords
– Reducing floor space – lower traffic
– Shorter term leases to synch with accelerated trending -- e.g. teen retailers
– Anchor tenants are changing rapidly and in some cases are not in development
plans
14. PRIVATE AND CONFIDENTIAL
14
As online and mobile shopping increases, the landscape will change
for certain retailers, particularly those:
In highly shopped categories
─ Borders Books
With transparent pricing
─ Branded product versus private label
─ Mobile apps
Offering commoditized merchandise
─ Customer is agnostic to brand
Where an in-store experience is not unique or value enhancing
─ Employees offer expertise advice
─ Store ambiance is pleasing
─ Technology plays a role in meeting customer needs
Not able to offer alternative delivery options
Winning solutions must address each challenge
16. PRIVATE AND CONFIDENTIAL
16
What is Omni-Channel?
The seamless approach to the consumer experience through
multiple retailing channels
“Customers should be able to start
their projects within one channel and
continue them in any other channel,
maintaining visibility to previously
generated ideas and selections, the
status of orders placed, and pending
deliveries…”
For Customers
“Expanded fulfillment capabilities will
allow transactions to be fulfilled
through the most convenient and
cost-effective means available,
whether from another store,
distribution center or directly from
the supplier…”
For Businesses
Per Lowe’s Annual Chairman’s Letter
17. PRIVATE AND CONFIDENTIAL
17
In-store customer service as a strategic weapon
People get to touch and feel the products
Order online and pickup in store provides (near)
instant gratification and no shipping cost
Every store can become a distribution center
Offering exclusive products
Omni-Channel Mitigates Challenges from E-Commerce Competition
Challenges Posed by E-Commerce Omni-Channel Mitigants / Strategies
Price transparency
“Showrooming”
Convenience of shopping from home
E-Commerce retailers’ cost advantage (no rent,
streamlined inventory)
Demographic shift to internet-only buyers
– Millennials one-third of consumption by 2020
Fewer impulse attachment purposes
Critical Opportunity: Getting people in the door means they may buy more stuff
18. PRIVATE AND CONFIDENTIAL
18
“Shop in store, ship it home”
Increasing capacity and productivity in DCs to shorten
delivery times
Next-day service on all but large cube orders
“William-Sonoma Express” – allows customer to call ahead
to store and have product rung up, wrapped and ready for
pick up
“Where’s my order” interface for customers on smartphones
Enabling warehouses to do more customization
Case Study: Williams-Sonoma Omni-Channel Capabilities
Key Trends Capabilities
Percentage of Company Shoppers that Shop the Retailer Over the Internet
Source: Company filings and UBS Equity Research.
“We continued to invest in technology to support our multi-channel business…and we believe the investments we are making in
technology to redefine the customer experience are allowing us to provide the best level of service to our customers”
- WSM 2013 Annual Report
E-Commerce represents 51% of total revenue, up
from 30% in 2009
E-Commerce has grown at a ~20% CAGR over
the period vs. 5% for retail stores
--
20.0%
40.0%
60.0%
80.0%
19. PRIVATE AND CONFIDENTIAL
19
Key Topics Our Clients Care About Today
“Can I still charge for
shipping?”
“Do I need to offer
same-day delivery?”
“How can I use M&A to
build scale, deepen or
broaden my offering,
enhance my capabilities
and/or add talent?”
“How the hell am I going
to beat Amazon?”
“How do I support a
fast-growth e-commerce
culture in my slow-
growth brick-and-mortar
enterprise?”
“How do I become truly
omni-channel?”
20. PRIVATE AND CONFIDENTIAL
20
Omni-Channel Retailer Strategies
Creating a Long Tail
/ Endless Aisle
Site-to-Store
Site-to-Store-to-Door
Anywhere, Anytime
Returns
International
Integrated Payment
Systems
Dynamic Pricing
21. PRIVATE AND CONFIDENTIAL
21
/
/
Recent Retail E-Commerce and Tech Acquisition Rationale
/
/
/
/
Extend Presence
in Category
Verticals
Accelerate
E-Commerce
Penetration
Online retailer of health, beauty and pharmacy products
Online retailer of baby care products
Online retailer of shoes
Online retailer of apparel and other outdoor accessories
Online retailer of home improvement products
Target Description
/ Online beauty / skincare retailer
Online value-oriented nutritional supplements retailer
/ Online kitchenware retailers/
(a) Nordstrom made an investment, not a full acquisition.
Acquire
Customers /
Community
/ Mobile and online fitness app community and developer
/ Online customized window treatment retailer
/ Online retailer of men’s clothing (a)
22. PRIVATE AND CONFIDENTIAL
22
/
/
/
Recent Retail E-Commerce and Tech Acquisition Rationale (cont.)
/
/
/
Leverage a
Complementary
Business Model
Add Technology,
Talent and
Capabilities
/
Restaurant ratings company
Digital distribution company for online games
Home service provider marketplace
Mobile social ad network / social media company
Daily deal site
Fashion boutique apparel distributor
Replacement parts platform for CE and appliances
Target Description
/ Online luxury retailer
/
/
/ Online flash sales site
/ Online curated retailer of men’s clothing
24. PRIVATE AND CONFIDENTIAL
24
For the 12-month period ended 9/30/14, the institutional loan default rate was 3.33% by principal amount, compared with 2.31%
for the period ended 9/30/13
– According to S&P, consensus view is that default rates will remain inside the historical average of 3.3% in the near-term due
to a lack of near-term maturities and short watch lists
The volume of new issue leveraged loans and high yield bonds continued to increase, and while down from 1Q 2013 levels, still
remains at 2007 levels
U.S. Leveraged Loan Issuance
U.S. Leveraged Loan Issuances and Default Rate Since 2000
Source: Bloomberg, S&P 3Q’14 LCD reports.
--
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
8.0%
9.0%
$0
$40
$80
$120
$160
$200
1Q'00 1Q'01 1Q'02 1Q'03 1Q'04 1Q'05 1Q'06 1Q'07 1Q'08 1Q'09 1Q'10 1Q'11 1Q'12 1Q'13 1Q'14
Leveraged Loan Volume Default Rate Average Quarterly Issuances
25. PRIVATE AND CONFIDENTIAL
25
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
Shadow + Actual Default Rate Actual Default Rate
0%
25%
50%
75%
The percentage of leveraged loan issuance rated single-B and lower was over 56% for 3Q’14 unchanged from the same period
in the previous year, approximating levels in 2006 / 2007 and 2009 / 2010
S&P’s shadow default rate measures issuers that have missed a bond payment, entered into forbearance or hired bankruptcy
counsel
– Excluding EFH, the shadow default rate fell to 0.39% (3.33% including EFH) in November
U.S. Leveraged Loan Issuance (CONT.)
Distribution of Leveraged Loan Issuance Rated Single-B and Lower
Source: Bloomberg, S&P 3Q’14 LCD reports.
Default Rate and Shadow Default Rate by Amount
Annual Averages
EFH enters
shadow
default rate
EFH files
26. PRIVATE AND CONFIDENTIAL
26
U.S. Outstanding Debt
Maturity WallOutstanding Leveraged Loans and High Yield Bonds
Source: S&P LCD data.
The aggregate amount of outstanding debt has grown considerably since 2007, at a rate of 8% annually
At the end of 2011, the amount of loan maturities from 2014 - 2016 approximated $250 billion
As of 3Q’14, the amount of maturities from 2014 - 2016 maturities declined to $26 billion
($ in Billions) ($ in Billions)
--
$500
$1,000
$1,500
$2,000
$2,500 Bank Loans Bonds
--
$250
$500
$750
$1,000 Bank Loans Bonds
27. PRIVATE AND CONFIDENTIAL
27
Leveraged Loan Issuer Credit Statistics – Overall Market
Average Total Debt / EBITDA (EBITDA – Capex) / Cash Interest
Source: S&P LCD data.
Leverage has crept up to 2007 levels
Cash flow coverage has improved since 2007
($ in Billions) ($ in Billions)
4.0 x
4.9 x 4.9 x
--
1.0 x
2.0 x
3.0 x
4.0 x
5.0 x
6.0 x
1.8 x
2.4 x
3.4 x
--
0.5 x
1.0 x
1.5 x
2.0 x
2.5 x
3.0 x
3.5 x
4.0 x
28. PRIVATE AND CONFIDENTIAL
28
Leveraged Loan Volume By Industry
YTD Leveraged Loan Volume By Industry
Source: Standard & Poor’s as of 11/20/14.
(a) Includes Retail, Restaurants and Retail Food & Drug.
(b) Includes Building Materials (1.9%), Aerospace & Defense (1.4%), TV (1.1%), Insurance (1.0%), Telecom Equipment (0.7%), Environmental (0.7%), Textile & Apparel (0.6%), Home Furnishings (0.5%),
Radio (0.5%), Forest Product (0.5%), Not for Profit (0.3%), Film (0.2%), Consumer Nondurables (0.2%) and Tobacco (0.1%).
The retail industry is one of the largest issuers of leveraged loans
10%
2%
2%
2%
2%
3%
3%
3%
3%
3%
3%
3%
4%
5%
7%
9%
11%
12%
14%
0% 2% 4% 6% 8% 10% 12% 14% 16%
Other (b)
Transportation
Cable
Real Estate
Food & Beverage
Entertainment & Leisure
Telecom
Printing & Publishing
Metals & Mining
Utilities
Automotive
Gaming & Hotel
Manufacturing & Machinery
Chemicals
Oil & Gas
Retail (a)
Healthcare
Computers & Electronics
Services & Leasing
29. PRIVATE AND CONFIDENTIAL
29
$0
$5
$10
$15
$20
$25
$30
Retail Leveraged Loan Volume
Annual Retail Leveraged Loan Issuances Since 2000 ($ in B)
Source: Standard & Poor’s.
Retail loan volume increased at a 15% CAGR from 2000 to 2007, peaking at just over $18.5 billion in 2007
Post financial crisis, volume has been in excess of $20 billion annually
Through the first three quarters of 2014, volume has increased by nearly 50%
30. PRIVATE AND CONFIDENTIAL
30
Average Total Debt / EBITDA (EBITDA – Capex) / Cash Interest
Source: S&P LCD data.
While leverage has crept up from 2008, coverage levels are approaching their 2009 levels
($ in Billions) ($ in Billions)
3.4 x
5.1 x
4.5 x
--
1.0 x
2.0 x
3.0 x
4.0 x
5.0 x
6.0 x
2.4 x
1.7 x
3.5 x
--
0.5 x
1.0 x
1.5 x
2.0 x
2.5 x
3.0 x
3.5 x
4.0 x
4.5 x
Leveraged Loan Issuer Credit Statistics – Retail Market
31. PRIVATE AND CONFIDENTIAL
31
Composition of Credit Quality in Retail
All S&P Rated Companies S&P Retail and Restaurants Industry Outlook Distribution
Source: Standard & Poor’s.
S&P rated U.S. retail and restaurant companies tend to skew mostly toward below investment grade, compared with the
universe of all rated companies , which skews mostly toward investment grade
Nevertheless, the outlook for the vast majority of S&P retail and restaurant issuers is stable
Stable
78%
Negative
12%
Watch Positive
1%
Watch
Negative
2%
Developing
1%
Positive
6%
BB+ or Lower
33%
BBB- or Higher
67%
S&P Rated U.S. Retail and Restaurants
BB+ or Lower
77%
BBB- or Higher
23%
33. PRIVATE AND CONFIDENTIAL
33
S&P U.S. Retail and Restaurant Outlook
Food
Softlines
Hardlines
Specialty
Retail,
Wholesale
Apparel and
Luxury
Electronics,
Home, Office,
Entertainment
and Beauty
Food and Drug
Restaurants
Broadlines
Discount, Off-
Price and
Department
Stores
# of
Companies
Rated B+
and Below
Rated B-
and Below
Rated CCC+
and Below
20
33
35
29
32
7
26
18
17
26
(35%)
(79%)
(51%)
(59%)
(81%)
4
8
6
5
10
(20%)
(24%)
(17%)
(17%)
(31%)
2
2
1
2
0
(10%)
(6%)
(3%)
(7%)
(0%)
S&P
Outlook
Stable
Stable
Stable
Stable
Negative
34. PRIVATE AND CONFIDENTIAL
34
S&P U.S. Retail & Restaurant Rating Trends
Source: S&P RatingsDirect report dated October 29, 2014.
(a) YTD as of October 20, 2014.
Declining upgrade / downgrade activity points to risk stabilization across retail sector
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35. PRIVATE AND CONFIDENTIAL
35
Retail Sector Challenges
Source: Standard & Poor’s.
Teen retail experiencing reduced traffic and alternative spending
Few specialty chains are demonstrating sustained positive comp store sales
and earnings
Traditionally best-in-class adult specialty retailers continue to disappoint with
poor product execution and heavy reliance on promotions
Highly competitive in price and product offerings
Expansion opportunities exist internationally but limited growth domestically
for larger chains
Cost inflation likely to continue pressuring operating margins
Strategic price investments and promotional activity to gain consumers
continue to pressure margins
Grocery stores challenged by burgeoning online retailers and over-aggressive
store expansion
Specialty hardlines challenged by commoditization of product and reliance on
promotions
Consumer electronics challenged by availability of product and competition
from online retailers
Mid-tier retailers and regional department stores continue to struggle
Weakness in mass retailers burdened by weak consumer spending power and
migration to online
Competition from off-price retailers
Food
Softlines
Hardlines
Specialty
Retail,
Wholesale
Apparel and
Luxury
Electronics,
Home, Office,
Entertainment
and Beauty
Food and Drug
Restaurants
Broadlines
Discount, Off-
Price and
Department
Stores
37. PRIVATE AND CONFIDENTIAL
37
Current retail trends will create more distressed players over time
Takeaways
Businesses will need to adapt to the changing landscape
– Changes to retail footprint/location requiring closures
– Investment in technology and supply chain
– Cost control/reduction efforts
– Internet has created price transparency and omni-channel approach hasn’t necessarily proven the
best response
Winners and losers will emerge from the pack
– Sustainable niches must be developed and defended (Uniqlo vs. Abercrombie)
– Weakest players in sub-sectors (e.g. apparel, fast-food) with debt constraints most vulnerable
Restructuring activity likely to accelerate as interest rates rise, giving way to
– Liquidity stresses
– Covenant breaches
– Inability to refinance as easily as in the recent past
– Expectation of continued pressure for Liquidations vs. Reorganizations
Editor's Notes
On-line Survey of 2500 consumers by UBS to study buying habits of on-line consumers across regions, economic status & demographic profiles
Results show averages that are higher than overall industry averages
Demographic break-downs studied included:
Gender
Age
Income
Geographic location/ life-style (urban, suburban, rural)
Most likely to buy on-line is:
Millennial, Wealthy (>$100k), Urban, Male
Men spend almost 1.5x what women spend on-line (22% v 16%)
True for all age categories (men more than women)
And product categories
Not surprising is milennials (18-34) spend 2x that of folks over 35 (29% v 14%)
The 25 -34 year olds spend the most on line at 31%
Higher incomes also translates to higher % spent on line
Urban spend more than rural consumers.
Not reflected but an interesting fact, those living in the Northeast have highest % on-line spend
These vary in order of priority of for the various consumer groupings studied (ie. gender, age, income and geographic life style, but the same 3 reasons to shop on line rose to the top in each case.
Millennials value product selection, non-millennials value convenience
Men shop for lower prices, women value convenience
Low prices are important for books, electronics and personal care products
Convenience is important for bath & bedding, groceries & household products
Wide selection is important for clothing, shoes & accessories
Key obstacles to on-line shopping vary by product category
Wanting to touch/ feel/ try on important for clothing, shoes, accessories
Shipping costs too high for appliance purchases
Easier to buy pet supplies, office supplies and groceries in stores
Some customers prefer to buy toys, music, books in store due to in-store shopping experience
Consumers would spend more on-line if shipping costs and prices were lower
Non-millennials most common response “nothing could get them to spend more on line”; lease frequent response for millennials
Faster delivery would have bigger impact on millennials
Respondents to survey reported an average of 19% of their purchasing done on-line
Certain product categories had very high % penetration while several had very low penetrations
Monthly spending levels varied significantly across product categories as well:
Most spending is done on groceries at $265 billion/ month but this has the lowest penetration of on-line spend
Reasons why low:
on-line grocery list is tedious to create
need to coordinate delivery of perishable items
wants to see fresh product for themselves before buying
shipping costs can be high
need the product immediately
Books had the reverse situation- penetration is high at 56% yet monthly spend is lower at $47 billion
Pricing has the biggest impact on stores selling branded product
Easiest for consumer to compare through web searches and mobile apps
Can scan upc code in store to find better price and where to find it
Those least impacted by this phenomenon are vertically integrated clothing retailers who carry their own labels. Stores are shifting to more private label products
Certain product categories are just commodities to consumer and thus there will be greater pressure on price and margins
Many consumers still view shopping as a hobby, even a family outing, but they are looking for a pleasurable in store experience
The retailer needs to offer them something more
Highly experienced sales staff that can offer product information and advice
With US retail sales expected to grow at a CAGR of 3.5% this will equate to an increase of $600 Billion.
These sales will be split almost evenly between internet sales and brick and mortar sales – thus putting $300B of sales at risk by brick and mortar players
Need to remember that e-commerce is still only 9% of all retail sales in the US
E-commerce basically replaces catalog sales as a % of total sales (mid 90’s)
Grocery anchored shopping centers and stand-alone retail stores remain the most frequented, while outlets remain a less frequent destination
Millennials are more likely to be a dual channel shopper (retailers are catering to them more)
Only 10% of millennials say they never go to a mall (lowest of all age groups)
Interestingly mall and outlet visits are highest by those under age 35 (2-2.5 visits per month)
Respondents over 45 said they visited a mall and an outlet less than 1x a month on average