The death of brick-and-mortar stores has been greatly exaggerated and has changed the business among legacy players. Leading retailers maximize digital touchpoints and revamp store experiences, while those without a clear strategy fall exponentially further behind. Retailers must cater to an omnichannel world by internalizing the customer-first mindset and blending digital and physical commerce via tools like live in-store inventory, localized search results, drive-to-store, display ads and more.
Presentation on BigBasket. This presentation contains overview, financial achievements, business models, supply chain strategy, verticals, technologies used, and key people in the BigBasket organization.
Indian short-form apps have a monetization opportunity of $19Bn by 2030, and by 2025 they are expected to double their monthly active user base to 600 million, said strategy consulting firm Redseer Strategy Consultants.
The death of brick-and-mortar stores has been greatly exaggerated and has changed the business among legacy players. Leading retailers maximize digital touchpoints and revamp store experiences, while those without a clear strategy fall exponentially further behind. Retailers must cater to an omnichannel world by internalizing the customer-first mindset and blending digital and physical commerce via tools like live in-store inventory, localized search results, drive-to-store, display ads and more.
Presentation on BigBasket. This presentation contains overview, financial achievements, business models, supply chain strategy, verticals, technologies used, and key people in the BigBasket organization.
Indian short-form apps have a monetization opportunity of $19Bn by 2030, and by 2025 they are expected to double their monthly active user base to 600 million, said strategy consulting firm Redseer Strategy Consultants.
Pepperfry's existing Digital marketing/Media strategy, Target audience, Segmentation, Competition, Business Model, Marketing, Social Media Analysis, Content Strategy, Communication tone, Web analytics and strategy recommendation
i am really appreciate to know about flipkart because this company to close relationship with me to many sponsership given to me and also iit kharagpur to meet the ceo.
The Five Biggest Retail Tech Trends In 2022Bernard Marr
Retail companies have seen huge challenges and transformations over the past few years while digitization and the adoption of technology innovations have been accelerated. Here we look at the five biggest tech trends in the retail industry.
This a Case Study Analysis of the Case BigBasket.
This analysis is done as a part of the class activity and if anyone referring it can use it for educational purpose.
Complete marketing analysis of Flipkart. Piyush Kapoor
consist of marketing analysis of flipkart which includes
History
environmental analysis of flipkart
pest analysis of flipkart
marketing mix of flipkart
We examine why customer experience and online retail needs to move one step forward their marketing strategy and adjust all their technological assets in to an Omni-Channel Experience.
Thats what did you do you just wrote on sentences i need more detail.docxjonghollingberry
Thats what did you do you just wrote on sentences i need more details plz
2 and 1\2 pages
i dont want it to look like qustion and you already used and have the source
Literature Review
E - Commerce Strategies.
Definition and origin of Omni-channel retailing:
i.
What is Omni-channel
retailing
?
Omni-channel refers to a
multichannel
approach to sales that seeks to provide the customer with seamless shopping experiences. It provides the customer with the capability of either
buying
products online from a mobile device or a desktop. Also, customers can shop in bricks and mortar store or by telephone.
ii.
Describe the origin of Omni-channel?
Its
reason for implementing it?
It is a marketing strategy that begun way back 2003 whereby it has evolved from unfamiliar
concept
to trendy buzzword, to a critical component
of
successful marketing. Omni-channel began and
mainly
based itself on Customer Centricity in stores.
Its origin was figured out by
Best Buy
when they realized they could not beat
Walmart
on price. Therefore, the strategy ventured by Best Buy aimed at competing with Walmart
to
out do
them in online retailing.
It is in this regard that technology can blur the distinction between online and physical retailing, hence enabling the retailers and their supply chain partners rethink their competitive strategies.
References
Morse, G. (2011). Retail Isn't Broken. Stores Are. Harvard Business Review, 89(12), 78-82.
Bernstein,
F.,
Song,
J.,
& Zheng, X. (2008). “bricks-and-mortar” vs. “clicks-and-mortar”: An equilibrium analysis
. European
Journal of Operational Research,
187
(3), 671-690.
Brynjolfsson,
E.,
Hu,
Y.
, &
Rahman,
M.
(2013).
Competing in the age of Omni-channel retailing.
MIT
Sloan Management Review, 54(4), 23-29.
Current issues in Omni-channel retailing:
i.
What are the current issues of retailers and merchants?
Currently, most retailers and merchants are “Omni-channel” in their behavior and outlook. It is because they are majorly venturing into the offline and online retails channel to do their marketing and sales to clients. Merchants and Retailers in new environment flourish through re-examining their strategies for delivering products and information to their customers.
ii.
What are the impacts of online-offline integration of Omni-channel retailing?
There is a rise of non-significant cannibalization of the physical stores, the small merchants and retailers from the channel integration. The retailers mostly advocate a competitive advantage through channel integration of both offline and online retailing. It has led to the willingness of the customers paying across channels.
iii.
Outline general consideration of innovation in regards to Omni-channel retailing?
Innovations have to address industry, consumer, and regulatory-based challenges in order
to facilitate the globalization of markets. Distinct changes have to be incorporated in the current mature, emerging and less develope.
Pepperfry's existing Digital marketing/Media strategy, Target audience, Segmentation, Competition, Business Model, Marketing, Social Media Analysis, Content Strategy, Communication tone, Web analytics and strategy recommendation
i am really appreciate to know about flipkart because this company to close relationship with me to many sponsership given to me and also iit kharagpur to meet the ceo.
The Five Biggest Retail Tech Trends In 2022Bernard Marr
Retail companies have seen huge challenges and transformations over the past few years while digitization and the adoption of technology innovations have been accelerated. Here we look at the five biggest tech trends in the retail industry.
This a Case Study Analysis of the Case BigBasket.
This analysis is done as a part of the class activity and if anyone referring it can use it for educational purpose.
Complete marketing analysis of Flipkart. Piyush Kapoor
consist of marketing analysis of flipkart which includes
History
environmental analysis of flipkart
pest analysis of flipkart
marketing mix of flipkart
We examine why customer experience and online retail needs to move one step forward their marketing strategy and adjust all their technological assets in to an Omni-Channel Experience.
Thats what did you do you just wrote on sentences i need more detail.docxjonghollingberry
Thats what did you do you just wrote on sentences i need more details plz
2 and 1\2 pages
i dont want it to look like qustion and you already used and have the source
Literature Review
E - Commerce Strategies.
Definition and origin of Omni-channel retailing:
i.
What is Omni-channel
retailing
?
Omni-channel refers to a
multichannel
approach to sales that seeks to provide the customer with seamless shopping experiences. It provides the customer with the capability of either
buying
products online from a mobile device or a desktop. Also, customers can shop in bricks and mortar store or by telephone.
ii.
Describe the origin of Omni-channel?
Its
reason for implementing it?
It is a marketing strategy that begun way back 2003 whereby it has evolved from unfamiliar
concept
to trendy buzzword, to a critical component
of
successful marketing. Omni-channel began and
mainly
based itself on Customer Centricity in stores.
Its origin was figured out by
Best Buy
when they realized they could not beat
Walmart
on price. Therefore, the strategy ventured by Best Buy aimed at competing with Walmart
to
out do
them in online retailing.
It is in this regard that technology can blur the distinction between online and physical retailing, hence enabling the retailers and their supply chain partners rethink their competitive strategies.
References
Morse, G. (2011). Retail Isn't Broken. Stores Are. Harvard Business Review, 89(12), 78-82.
Bernstein,
F.,
Song,
J.,
& Zheng, X. (2008). “bricks-and-mortar” vs. “clicks-and-mortar”: An equilibrium analysis
. European
Journal of Operational Research,
187
(3), 671-690.
Brynjolfsson,
E.,
Hu,
Y.
, &
Rahman,
M.
(2013).
Competing in the age of Omni-channel retailing.
MIT
Sloan Management Review, 54(4), 23-29.
Current issues in Omni-channel retailing:
i.
What are the current issues of retailers and merchants?
Currently, most retailers and merchants are “Omni-channel” in their behavior and outlook. It is because they are majorly venturing into the offline and online retails channel to do their marketing and sales to clients. Merchants and Retailers in new environment flourish through re-examining their strategies for delivering products and information to their customers.
ii.
What are the impacts of online-offline integration of Omni-channel retailing?
There is a rise of non-significant cannibalization of the physical stores, the small merchants and retailers from the channel integration. The retailers mostly advocate a competitive advantage through channel integration of both offline and online retailing. It has led to the willingness of the customers paying across channels.
iii.
Outline general consideration of innovation in regards to Omni-channel retailing?
Innovations have to address industry, consumer, and regulatory-based challenges in order
to facilitate the globalization of markets. Distinct changes have to be incorporated in the current mature, emerging and less develope.
Informes PwC - Encuesta Total Retail GlobalPwC España
El informe "Hacia un modelo de Total Retail", elaborado por PwC, analiza las expectativas y hábitos de consumo del comprador online, a partir de 15.000 entrevistas a compradores digitales de todo el mundo, y las implicaciones para las compañías del sector de distribución y consumo en los próximos años.
Informe de PwC sobre las expectativas y hábitos de consumo del comprador onlineMaría Bretón Gallego
El informe Hacia un modelo de ‘Total Retail’, elaborado por PwC, analiza las expectativas y hábitos de consumo del comprador online, a partir de 15.000 entrevistas a compradores digitales de todo el mundo, y las implicaciones para las compañías del sector de distribución y consumo en los próximos años.
Internet y las nuevas tecnologías han multiplicado la influencia del consumidor, pero, ¿qué les están pidiendo a las marcas? Las nuevas expectativas y hábitos del consumidor digital tendrán importantes implicaciones para las compañías del sector en los próximos años
Creating loyal omnichannel customers is critical. Retailers who embrace the customer-centric trend and build better shopping experiences will leap ahead of the competition.
Building a blended customer experience isn't easy. Need some help getting started? Check out our latest in retail trend research.
The Smart Content Trend Report 2013 by Kiosked is a trends analysis which addresses the changing digital marketing landscape and introduces the concept of Smart Content, a non-intrusive service for consumers that is interactive, targeted, personalised and measurable.
Rise of Omni-commerce and Its Reflections on Supply Chain ManagementLA Software Group
The evolution of retail from a channels point of view can be examined in 4 different groups. These groups represent the variety of channels and also how channels are treated as a whole. These groups are Single Channel, Multi-Channel, Cross-Channel and Omni-Channel.
This report highlights the increasingly competitive nature
of the retail market, identifying changing consumer
behaviour as a key driver behind this. Consumers today
own much more ‘stuff’ than previous generations, making
it more difficult to persuade them to purchase additional
products. Consumers are also time-pressured, so convenience
and speed has taken priority.
All these factors, combined with supply side considerations - more intense focus on price, a deflationary retail environment and even greater choice - means retail growth will be much harder to achieve over the next ten years. For this reason, it is vital that retailers secure customer loyalty.
Understanding consumers’ behaviour, wants and needs is essential to build this loyalty. This isn’t just about knowing what customers want to buy, but truly understanding how and where they want to buy, their motivations and what they expect from their overall shopping experience.
This also means that retailers need to re-evaluate how to reach customers and reappraise traditional marketing techniques – many of which are still relevant, but are less impactful and influential in today’s environment. This deeper understanding will ultimately help retailers secure loyalty in the era of the unfaithful consumer.
Digitization of Telecom and Smartphone Business: Post-COVID-19 Effects on the...ELEKS
"Digitization of Telecom and Smartphone Business: Post-COVID-19 Effects on the Industry" by Haroon S Khan, Founder & Chairman, SANSO.
The topic covers:
— The need for Digitalization of Telecom/Smartphone Business;
— Pros & Cons;
— Trend Changing;
— Post COVID-19 Effects forecast for the businesses in Telecom;
— Human & Digital world interaction especially in these days
these would be base points mainly;
— Digital currency and its need in this era of digitalization.
Branding in Omni-Channel Environment: Fashion Industry of BangladeshAhsanul Kabir Palash
Omni channel marketing offers marketers and retailers a holistic approach to reaching consumers with a more integrated message, through any channel and at any point in their path to purchase.
Interaction with brands has become nonlinear and shaped by many interactions across several touch points. The interconnectivity between these touch points is called omni-channel.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
The French Revolution Class 9 Study Material pdf free download
Scope and future of omnichannel in indian retail
1. 1
CHAPTER 1
1. INTRODUCTION
With the increasing internet penetration and proliferation of smart phones, more and
more consumers are choosing to purchase products online year-on-year. Today online
shopping continues to grow with growing behavior of “Show rooming” wherein a
shopper browses through a physical store but ends up with buying online for various
reasons. The increasing customer behavior of “Show rooming” is attributed to innovative
and engaging shopping experience provided by the mainstream and niche online
fashion retailers. The increasing tendency shoppers of “browsing offline but buying
online” naturally leads to the loss of brick-and-mortar players because of which many
times a question is put on the future of brick-and-mortar retail. Τhe increasing diffusion
and adoption of alternative business-to-consumer retail channels through both
traditional and innovative retail settings has transformed retail practices and consumers’
shopping processes, as well as has created several interesting research issues in the
context of the fast evolving multichannel retail environment. Today, the capability of the
simultaneous use of several consumer-store interaction channels (e.g. use of mobile
internet access within the physical retail store to search for product information and/or
compare product prices) constitutes the dominant characteristic of the “Omnichannel”
retailing phenomenon, which builds on the well established multichannel retail
infrastructure, mainly developed since the commercial exploitation of the World Wide
Web. “Omni” is a Latin word meaning “all”, “universal”. This new term originates from
business practitioners, but recently also gained attention among academia. Since then,
the term remained a buzzword until it started to gain increased attention in recent years
by both the academic community and practitioners. Rigby was the first to mention the
term in academic literature by defining Omnichannel retailing as: “an integrated sales
experience that melds the advantages of physical stores with the information-rich
experience of online shopping”. We observe that the definition was extended to the
point that it involved not just the simultaneous use of channels, but the experience that
derives from the integrated combination of them.
2. 2
1.1 Background:
The retail industry is highly affected by the changes in the world. With the disruptive
force of digitalization, more and more of the transactions within retail is moved online as
the ecommerce has expanded making the retail industry more competitive. This change
has and is forcing many offline retailers to close business around the world but in this
change, has new trends emerged. Both online and offline retailers are starting to see
the value of having physical stores as well as having an online presence. Doing so
creates opportunities for both e-commerce companies and physical retail stores to
create value using multiple channels.
1.2 Purpose of the Study:
The purpose of this study is to find out how an independent online store can create
value for consumers through omni channels to gain a competitive advantage against
pure Brick and mortar store and larger retail companies.
1.3 Objective:
To review the present status of Omnichannel being used by PepperFry in
India.
To Understand the customer experience in the age of omni-channel
shopping.
To identify the need of Omnichannel in retail stores of PepperFry.
To provide suggestions to popularize and increase the profitability of
PepperFry in India.
1.4 Scope Of The Project:
At the end of the project the analysis will help to understand the gap
between Traditional method of shopping and Omni-channel shopping.
Helps to understand the customer needs and experience towards
PepperFry.
3. 3
1.5 Hypotheses:
H1 : Location of consumers will have an impact on the consumers order delivery time.
H2 : Shoppers' method of buying will not affect their willingness to buy furniture in online
4. 4
CHAPTER 2
2. LITERATURE REVIEW
2.1 Omni-Channel
It is personalisation and customisation options online as well as exciting loyalty
programs. Take for example the Starbucks' app, which has combined loyalty and value
add options for consumers in one fell swoop and has managed to garner almost 19
million active monthly users globally, accounting for nearly 30 % of total rush hour sales.
2.1.2 The Future = Omnichannel & Consumer Experience
Eventually, the route to success for both offline and online companies is customer
experience. Shoppers will shape the path brands take in the coming future-offline or
online. A returning consumer spells victory for a brand and this is possible only through
creation and implementation of experiences, as well as a seamless connection between
all channels of trade traditional or e-commerce.
2.1.3 From Clicks to Bricks
Why Luxury E-Commerce Brands Are Opening Physical Stores
brick-and-mortar retail is shifting to cater to evolving preferences, expectations,
and shopping behaviours of modern consumers.
Physical high-end stores help build legitimacy and brand awareness.
Digital-first luxury brands leverage online data to offer a personalised experience
offline.
Successful luxury e-tailers are re-imagining the purpose of physical stores by
taking cues from digital shopping experiences. They are using the opportunity to
offer a compelling high-end experience that complements the digital one.
No inventory: Digital-first luxury brands can use stores as pure showrooms.
Globally, the O2O trends as witnessed many more cases in comparison to India. Pure
play e-commerce retailers are driving incremental sales by allowing multi-channel
shopping, in the hope that shoppers using more than one channel will spend more on
5. 5
their brand. The other upsides are repeat Purchases, increased average order value
and interacting with the brand in person. Some brands which have successfully
included traditional retail in their repertoire of sale channel are: Amazon Go ,
Alibaba.com, Bonobos , Boll&Branch.
2.1.4 Omnichannel Experience:
Omnichannel experience is no longer just a buzz word. It is the need of the hour, the
one thing which will pretty much ensure success for a retailer. Consumer demands are
very specific these days and to fulfill them a brand has to be Omnichannel in its
approach. It has become critical for retailers to build a seamless and an easy shopping
experience , not just to acquire, but to retain customers as well. Around 45 % of
Millennials make purchases through e-commerce platforms like Amazon and Flipkart
2.1.5 Omni-channel Retailing :
Rina Hansen (2015) in the research thesis titled- Towards a digital strategy for
Omnichannel retailing- has argued that, the emergence of web technologies, mobile
devices and social media networking channels has revolutionized the retail customer
experience. The researchers found that customers are increasingly using multiple
channels to maximise their shopping experience. The researcher here illustrates the
Hummel’s case study and examined the transition of a B2B company to becoming a
multi-channel retailer (B2C E-commerce) by re-aligning its inherent digital technologies
for developing the Omnichannel retailing model. This study concluded that, after the
proliferation of these technologies consumer expectation has increased, categorically in
the category of fashion retailing. In this thesis, the researcher has suggested the fashion
brands to reconfigure their existing business and information technology (IT) resources.
The researcher recommends aligning these resources with a new digital strategy in
order to deliver an integrated and coherent shopping experience across channels and
markets. The researcher refers this approach as the Omnichannel way of retailing. Here
the researcher has summarised that, with the advancement of digital channels, the
consumer expectations has also increased to a new level. In this kind of scenario,
businesses need to engage with the customers whenever, wherever and however. So
6. 6
the motivation for strategically executed Omnichannel strategy will be become ever
more compelling. However this study is limited by featuring a single case that is
pertaining to fashion retailer Hummel’s. Hence it can be argued that, one cannot
generalise from a single case. The second major limitation of this study is its focus on e-
commerce only and inclination towards the technicalities of the Omnichannel
transformation process. However, it is observed that, digital marketing and social media
marketing are the inevitable components of Omnichannel retailing at Hummel and in
general as well. A study undertaken by Deloitte delves into the new system of retailing
connecting the various channels like offline stores, Web based stores, mobile apps and
social media networks is referred to as the Omnichannel retailing. By virtue of
integration all these channels, Omnichannel retailing offers a flexible and seamless
shopping experience to consumers, regardless of whether the customer walks into a
store, browses on a website or orders via mobile devices. So by being broadly present
across channels and enabling each channel to serve the customer at any point through
the purchase journey, retailers can increase the brand awareness, enhance loyalty and
ultimately drive the value. It is also observed that, by integrating store and non-store
presence leading retailers have been able to lure new customers and also to appeal to
distinct markets. In doing so they not only increase their level of non-store sales, but
they achieve this at very low cost of their existing sales. (Deloitte, 2014) Hence
Omnichannel retailing is basically the model of retailing that offers a seamless shopping
experience to consumers across all possible mediums/channels. It involves engaging
consumers with the right message at the right time on the right channel.
2.1.6 Omni-channel Loyalty :
Michael Hemsey (2012) in the whitepaper titled- Omni channel Loyalty- Designing the
Ultimate Customer Experience- stated that, the term Omni channel is an outgrowth of
multi-channel and cross-channel retailing. Omni channel system when implemented
with proper management expertise and technology solutions can be upgraded to offer
an Omni channel experience. The researcher further argued that, marketers want to sell
products to consumers while loyalty experts strive to engage, retain and grow these
7. 7
new customers and drive them to advocacy. However, the only way to accomplish both
effectively is by offering channel-optimized loyalty programs “right timed” to deliver
engagement at each and every touch-point that meet the expectations of each
customer.
Mark Glazer (2012) VP of Brand Loyalty at Kobie Marketing Inc said that, successful
Omni channel loyalty is about delivering loyalty from the very beginning of the customer
lifecycle, across all channels in seamless manner. True connection begins even before
consideration; I'm talking about that inkling that makes someone engage in the first
place and say “yes please” or “more please,” sparking an instant got-to-have-it moment.
2.2 PepperFry
PepperFry started operations in January 2012 as an online retail portal e-tailing various
product categories such as apparel, jewellery , perfumes and cosmetics and furniture
and home décor. However, it took just a little over a year of operations to realize the
enormous promise that the furniture business held. This product category contributed to
approximately 80% of the company’s top line then and had no competition in the online
space at that time besides Urban Ladder. Realizing the sizeable opportunity and the
significantly higher margins in the furniture business, PepperFry shelved other product
lines and positioned itself as an online marketplace specializing in furniture and home
products in March 2013.
2.2.1 PepperFry's USP
In a short span of 6.5 years, PepperFry has entrenched its position as a market leader
in the online home and furniture segment courtesy the robust financial architecture and
the efficient business process deployed. Its effective business model stands on the
following differentiators/Pillars:
Omnichannel Network
In 2014, PepperFry pioneered the Omnichannel approach by launching its first
experience centre, studio PepperFry in Mumbai, that enables consumers to experience
8. 8
the material, quality and make of the product and interact with design experts who offer
free in-store design consultancy on furniture products ensemble in studios.
Differentiated Catalogue
It offers a wide range of 1.2 lakh products, including top brands and house brands,
which cater to specific product requirement of the customers. Having recognised that
every customer has a distinct requirement, the company has developed a robust
portfolio of 10 inhouse brands as well as that cater to a wide range of design and style
specifications of consumers and contribute to 50 % of the overall business.
Managed Marketplace Model
PepperFry has more than 10,000 merchants registered on the online platform who can
sell the products to customers in more than 500 cities. In the highly unorganized
segement, the brand operates through a managed marketplace model where it
manages all aspects of customer experience starting from pre-sale merchant listings to
post-sale logistics and customer service. This enables the brand to provide a
standardized and superior buying experience to Indian consumers. The business
model acts as an ideal platform for small and medium business artisans and merchants,
who wish to sell merchandise. It also has over 1,000 merchant partners who showcase
their design skills, craftsmanship and service orientation to customers across India and
the world. For many merchants, it has become the primary source of their income.
Largest Big-Box Logistics Infrastructure
In an industry that largely depends on external service providers, PepperFry was the
first online furniture marketplace to build its own logistics network that has helped in not
only rationing time and costs but also helped in overcoming sectoral challenges that
existed before. It constructed a proprietary hub-and-spoke large item distribution model
that significantly reduced per unit shipping costs, increased scale and operating
efficiencies and achieved unprecedented service levels at negligible damage rates. The
company also developed specialized packaging and delivery capabilities for
differentiated furniture products and used ingenious technologies and instruments to
deliver despite arduous situations. Today, PepperFry has built India's largest big-box
supply chain network with 18 distribution centres and 3 warehouses across the country.
9. 9
It owns its last mile delivery with over 400 trucks and a team of 250 carpenters. with the
capability of delivering more 1,00,000 large items per month, it caters to 500+ towns
and cities in India.
2.2.2 Marketing Mix
Product
PepperFry is an ecommerce platform in India which focuses on selling furniture and
other household accessories. PepperFry identified that there is unfulfilled consumer
requirement of logistic support for movement of furniture from one city to another and
there is a business potential for a pan India furniture portal. PepperFry offers a highly
differentiated portfolio of more than 1.2 lakh products across categories like furniture ,
home decor , lamps and lighting , furnishing, kitchen and dining , housekeeping , and
hardware and electricals.
In the furniture segment, bed, coffee table and shoe racks are a popular choice and in
the non-furniture segment, lamps and lighting is the largest category followed by
mattresses, dining and baking, and hardware and electricals. PepperFry began as an
online marketplace platform where merchants can list their furniture products for sales
and PepperFry would additionally provide logistic support in order fulfilment. The
company later moved into providing its expertise in packaging and photography. The
company offers more than 1 million furniture products ranging from furnishing to kitchen
and dining as a part of its product offerings in its marketing mix. Coffee table is the most
sold furniture item through its platform. The company ventured into home décor
business with the launch of Studio PepperFry in December 2014. Studio PepperFry
provide services ranging from space planning and conceptualization to selection of
furniture and guide for material specification. The company has launched its mobile app
to enhance its engagement with the customers.
Price:
PepperFry does base its pricing strategy on discounted price but on customized offering
and comparison across assorted products in the process obtaining 40-45% margin.
10. 10
The average ticket size for furniture is between Rs. 17,000 - Rs. 20,000 and for other
home products, it is Rs.4000.
Company believes unlike other e-commerce platform, furniture e-tail is fragmented and
PepperFry has to target a market which is largely unorganised and hence discount
pricing may not work. However, PepperFry prices its offering at competitive and
affordable prices as a pricing strategy in its marketing mix. The company also brings in
sales discount for limited windows to boost up sales and create buzz. PepperFry uses
periodic referral and discounted coupon codes for certain categories of product. It has
also collaborated with other credit and debit cards companies and offers special
discount to the partner credit card company’s card holders.
Place:
PepperFry has covered more than 500 cities under its service offerings. Currently
PepperFry studios(Owned and Franchise) across 16 cities and aim raise this number to
70 by April 2019. The average size of the studios ranges from 2,500 to 3,000 sq.ft.,
Which is typically 1/10th of a normal offline furniture store. It has sold furniture
assembled in Jodhpur in Rajasthan to a customer in Mizoram covering 2664 km for
fulfilment in process. PepperFry owns 400 vehicles for the fulfilment of orders. The
company has built the Padgha Warehouse, the largest furniture warehouse in India.
Most of the company’s warehouses are present in Western and Southern parts of India.
The company has opened 20 Studio PepperFry across the country to enhance the
customer experience and create a pull for purchase from its online marketplace. The
psyche of consumers in India is to have physical look at the furniture before buying,
these experience centres helps PepperFry in building confidence towards its product
among consumers. Experience centres also bring in customers for its home décor
business. PepperFry mobile app is designed with augmented reality features for
increasing customers experience.
Promotion:
PepperFry invests heavily on advertisement as it tries to increase the brand awareness
level. Their marketing strategy is built around helping people to make purchase
decision. The company mostly advertises on TV. PepperFry also advertises through
11. 11
paid print media and radio. In first few years its ad campaigns were focused on building
the trust around the brand and online purchase of furniture. Once they have reached
optimal awareness among the consumers later ad campaigns are more focused on
providing specific benefits like looks and design of product. PepperFry is also utilizing
digital media platform for promoting its brand and business. As a part of the promotion
strategy the company ensures it presence for the people who actively researching on
the Internet to buy furniture and these target groups are approached via performance
marketing channels such as search engines and Social Media. To create good
impression only high definition images of products are posted on the webpage. As per
company’s research their 65% of the customers are women who shop after 8 P.M on
weekdays and on weekends and accordingly company designs its promotional
campaigns
People:
PepperFry works with 10,000 suppliers, 3,000 artisans and over 3,000 active suppliers,
from whom it sources its products outside of their job responsibility. It values creativity
more than skill in its employee. PepperFry has 250 carpenters on call so that customers
need not have to wait for more than 6 hours for the set-up of furniture. It invests in
improving its logistic services as furniture is a segment which needs exceptional care
while fulfilment. Logistics is the area where company loses its most of the margin but it’s
the quality of fulfilment service which is the key differentiator for company. PepperFry
has launched Bespoke services, a forum through which customers express their
opinions to the designers for upping the design quotient of their respective homes.
Physical Evidence:
PepperFry sells some products which are made from technologies having ISO:9001,
18001 and 14001 certifications, which signals the quality of product it has on its online
marketplace. PepperFry had a sales of INR 1000 crore which accounts to 50% of total
e-tail furniture sales. The company is market leader in online furniture sales. PepperFry
sells an item every 25 second, has over 5 lakh monthly visit on its webpage and has
more than 5 lakh likes to its Facebook page. By February 2017 it has served 4 million
12. 12
customer orders. PepperFry has won numerous awards like Red Herring Asia Top 100
which is given to most promising private technology ventures in Asia and Pure-Play e-
retailer of the year at Indian e-retail congress 2014.
Process:
PepperFry deploys stringent quality check to provide quality products to the customers
at durable prices. IT is the key to PepperFry’s business it invests in building state of IT
infrastructure. It makes extensive use of data analytics to know about the consumer
preferences and shopping habit to provide customised offerings. The company values
its merchant and artisans, currently it has over 100 merchant partners who use this
platform to display their design and craftmanship. PepperFry has announced the launch
of innovation hub in Bengaluru in 2016. This will be the R&D centre with 30-40
developers responsible for developing solutions to enhance customer experience.
Hence this gives an overview of PepperFry marketing mix.
2.2.3 Marketing Strategy
‘Content, Consult, Commerce’
The PepperFry strategy is built along the three pillars of ‘Content, Consulting and
Commerce’ that are typically the three phases that the quintessential buyer goes
through during the process of shopping for furniture.
The first step involves researching what options are available in the market for the item
he is looking for. This is the ‘content’ phase that PepperFry aids the customer by
providing a class-leading online catalogue of over 1.2 lakh products across categories
like furniture, décor, lamps, bed and bath, furnishings, kitchen, dining, bar,
housekeeping, hardware and electronics, garden and kids.
Once the customer has a reasonable idea of what he is interested in, he consults
professionals such as interior designers and architects or trusted acquaintances to help
him narrow down his choices and decide what to finally buy. This is the most difficult
part of the buying process as it more often than not involves a significant cost of
consulting a professional and finally closing down on a deal. While PepperFry’s
13. 13
exhaustive and highly user-friendly online interface plays a significant part in consulting
the customer, the lack of a human element had always limited the consulting process.
The online interface characteristically restricts an element of customer engagement that
can only be bridged by a brick-and-mortar establishment. This had been addressed to a
great extent by the launching of the first of thirteen PepperFry studios in December
2014.
The commerce stage refers to the conclusion of the deal where the consumer goes to
the online portal and places the order for the product he has decided to buy. While most
businesses focus almost entirely on this, PepperFry has taken necessary steps in this
direction to engage the customer in his decision making process by setting industry
benchmarks during the content and consulting stage.
Logistics is key’
PepperFry has built a robust logistics and supply chain to ensure a smooth delivery
process. Their heavy item shipment network ensures quick and damage-free door-step
delivery of bulky furniture covering over 98% of furniture orders placed by customers. It
offers free shipping and installation on all items and has shipped products to more than
2,700 towns in the country through reliable logistic partners and its own last mile
delivery infrastructure.
‘Leverage vendor resources’
Since PepperFry is primarily a marketplace, commission earned from other vendors is a
fundamental part of its revenue strategy. It also leverages vendor resources freely
during the content and consulting stages to generate sales for the merchant while
creating the best possible environment for the customer.
2.2.4 Challenges and the way forward
The five-year-old company has not had to face many challenges in terms of
competition. Negotiating an essentially 92% unorganised market and building the
logistics infrastructure in addition to influencing customers to shop online for furniture
were its trickiest challenges.
14. 14
PepperFry believes that it is firmly poised for growth and aims to be a USD1 bn
company in the near future, since it has successfully created a class-leading home and
furniture products catalogue and a robust supply chain in its first five years of operation.
To achieve this target, it plans to further enhance its customer engagement during the
consulting stage by nearly tripling the number of PepperFry studios in the country to 36
by the end of 2017 and expand last mile connectivity to 1,000 cities from the current 500
in the next one year. Plans are also on the anvil to better imbibe augmented reality and
virtual reality platforms in the PepperFry studios that will usher in the next stage of
product visualisation for the customer and substantially differentiate PepperFry’s
offering from the competition.
15. 15
CHAPTER 3
3. Methodology
3.1 Primary Data
Survey: Customer survey was conducted through online.
Observation: It involves monitoring the respondents’ action without direct
interaction.
A sample size of 100 people were surveyed in order to understand customer
preference towards method of shopping and their buying behavior.
3.2 Secondary Data
The secondary research dealt with gathering relevant data that is already available
from various resources such as
Internet
Newspaper articles
Books
Magazines
3.3 Research Design
1. Type of Research design
Exploratory research design was used for the product. The main purpose for using
exploratory research was to explore the requirements of the consumers. Besides
this another objective was to understand the perception of the consumers.
2. Scale selection for questionnaire
The scale selected for questionnaire would be likert scale. This scale is selected for
the questions which involve understanding of the parameters and requirements of
the consumers.
16. 16
3. Questionnaire design
Questionnaire includes both open and closed ended questions. Open ended
questions are kept for recording the free responses for understanding the shopping
behaviour of the consumers. Closed ended questions are kept for recording the
price ranges and knowing the buying behaviour of the consumers.
3.4 Sample design
a) Target popular on
Element: All the age group (Millennial , Gen X , Baby boomers nd Gen z)
Sampling unit: online through social networking sites
Extent: Tier 1 , Tier 2 and Tier 3 cities
Time: Period of survey
b) Sampling technique :
Simple random sampling was done for our research as we did not
focus on a particular group of people. Simple random sampling is the
easiest form of probability sampling. All the researcher needs to do is
assure that all the members of the population are included in the list
and then randomly select the desired number of subjects
c) Sample size:
The sample size selected for the research would be 100 with all age
group
17. 17
3.4 Data collection Tools
Data Representation
Pie charts and tables
Bar charts
3.7 Data collection Software
SPSS
3.8 Analytical Tool
Cross tabulation.
Chi- square test.
18. 18
CHAPTER 4
4. Data Analysis and Interpretation
4.1.1 Pie-Chart
Analysis:
47% Respondents are aware of the term Omnichannel
41% Respondents are not aware of the term Omnichannel.
12% Respondents are not sure about the term Omnichannel
19. 19
Analysis:
87.4% Respondents are Married
12.4% Respondents are UnMarried
Analysis:
61.2 % Respondents are Students
26.2% Respondents are Working
And Rest of them are falling into Business owner , home maker and other category
20. 20
Analysis:
76.7 % Consumers are prefer to shop from both online and In-store
16.5% Consumers are prefer to shop from In-store.
6.8% only consumers are prefers to shop Online.
21. 21
Analysis:
51.5 % Respondents are living in Metropolitan area.
42.7% Respondents are living in Suburban.
Analysis:
31.1% Respondents are not Satisfied with online shopping experience.
27.2% Respondents are neutrally satisfied with online shopping experience.
20.4% Respondents are satisfied with online shopping experience.
11.7% Respondents are very unsatisfied with online shopping experience.
22. 22
Analysis:
66% Respondents are heard about the brand "PepperFry".
30.1% Respondents are not heard about the brand "PepperFry"
Analysis:
79.8% Customers are excepting to receive their orders Less than a week.
14.1% Customers are expecting to receive their orders from 1 week to 3 weeks.
6.1% customers are expecting to receive their orders More than 3 weeks.
23. 23
Analysis:
31.1% People are Expecting Online stores to display more reviews in their Website.
22.3% People are Expecting Online stores to display more Comparison of products in
their Website.
20.4% people are Expecting online stores to display more videos about the products.
Analysis:
while shopping in Online 57.3% shoppers are finding difficult to being not able to try out
a product .
30.1% shoppers are affected due to late arrival of their delivery.
27.2% Shoppers are finding difficult to return the items through the online shopping.
24. 24
4.1.2 Frequency Table
Analysis:
Factors Which affects the customers while buying from online/offline store
44.7% shoppers are tend to buy the products due to sales / Discounts.
23.6% Shoppers are tend to buy the products due to the shipping cost and speed of the
delivery.
31.% shoppers are tend to buy the products due to its price
25. 25
4.1.3 Cross Table
1. Profession and Method of Online shopping
Analysis:
From the above Cross tabulation we can clearly see that Students are very
much eager to shop from Large Retailer shopping website. Even people who are
working also buying from Large Retailer shopping website. Unlike other two
category business owner are tend to buy from Market place.
26. 26
2. Area of living and behavior of the Respondents shopping
Analysis:
From the above Cross tabulation we can clearly see that People who are living in the
Metropolitan area are tend to shop / order from their bed (34.34%). Almost all other
people who are living in suburban and rural are also ordering/shopping from their home.
only 8.08% from Metropolitan , 5.05% from suburban people are order /shopping from
their office and only 1.01% from Metropolitan , suburban and rural people are
shopping/ordering from retail store.
27. 27
3. Profession and behavior of the Respondents shopping
Analysis:
From the above Cross tabulation we can clearly see that Students are having
the habit of shopping/ordering the products when they are on the bed(43.3%) ,
All other people like working(9.09%) , Business owner (1.01%) and Home
makers are also having the habit of shopping/ordering the products when they
are on the bed.
28. 28
4. Area of living and Reason to shop from Retail store over online store
Analysis:
From the above Cross tabulation we can clearly see that People who are living in
the Metropolitan area(31.3%) are wanted to shop from Retail store over online
store because In retail store a person can touch , feel and try the particular
product before purchasing. followed by metropolitan even suburban(26.6%) and
Rural people(4.04%) are also saying the same reason to select the retail shop
over online store.
29. 29
5. Area of living and Awareness about Omnichannel
Analysis:
From the above Cross tabulation we can clearly see that Both the people from
Metropolitan and suburban are aware of the concept "Omnichannel", from this
we can clearly say that Indian people are aware of the concept "Omnichannel".
30. 30
6. Profession and Method of Shopping
From the above Cross tabulation we can clearly see that Students are
shopping/ordering the products from both online and offline medium (52.53%) ,
working(19.19%) but Business owner are ordering/shopping from In-
store(3.03%)
31. 31
4.1.4 Chi-square Test
H1 : Location of consumers will have an impact on the consumers order delivery time.
Hypothesis
Significance of the hypothesis is 0.65 which is Greater than the significant value (p)
0.005. Thus, the hypothesis is an alternate hypothesis, which proves that Location of
consumers will not have an impact on the consumers order delivery time.
32. 32
H2 : Shoppers' method of buying will not affect their willingness to buy furniture in online
Hypothesis
Significance of the hypothesis is 0.35 which is Greater than the significant value (p)
0.005. Thus, the hypothesis is an alternate hypothesis, which proves that Shoppers'
method of buying will affect their willingness to buy furniture in online
33. 33
CHAPTER 5
5. Findings
Almost half of the population are aware about the concept
"Omnichannel" , from which we can say that India is ready to have the
Omnichannel method of shopping , Thus PepperFry should improve
its Omnichannel with the help of much more new technologies and
new innovations.
Majority of the population are already familiar with both offline and
online store concept, As the method of shopping is both(76.7%).
Still people are not satisfied with the way of online works , almost
31.2% population are expecting online stores to add reviews so that ,
they can buy the products easily.
Even though 58.3% population are order/shopping when they are on
the bed but 72.6% are wants to try , feel the product which clearly
says that people wants both the medium.
34. 34
CHAPTER 6
6.1 Limitations of the study
Very extensive analysis was not possible due to limited time
The project is limited to the 100 Respondents .
Size of the sample is very less
Minimum Number of tests , Hypothesis test are used.
6.2 Scope of Future Study
The Scope of further study in this topic is discussed here which was not
done due to shortage of time . An extensive analysis can be done in order to
extract insights and information from the vast data collection in a better way.
35. 35
CHAPTER 7
7. Conclusion
The results of the research shows that independent Online store i.e PepperFry have
competitive advantages regarding personal service, products, and product assessment.
However, many customers want to experience the product in person and search for
information and inspiration about products in brick and mortar store before they shop,
even if the actual purchase is made in a online store which means that independent
online stores need to have their products for the customers in the brick and mortar store
It was also found that customers want more flexibility between channels. For example,
purchase online and experience the product in the store.
36. 36
REFERENCE
Vivek Rathi(2017): Think India. Think 'Connected' Retail - Pepper fry , pp. 64 - 69
Jamila El Azhari(2015): Omni-channel customer experience: An investigation into the use of
digital technology in physical stores and its impact on the consumer's decision making
process , pp. 4 - 6
Lea Margarethe Brandhofer(2016) : The Formation of Customer Experience Through
Offline-Online Channel Integration , pp. 8-9
Charu Lamna(2018) : Peppryfry India's Largest Omnichannel Network - Images Retail , pp
66- 70
Chris Lazaris(2014): Exploring the "Omnichannel" Shopper Behaviour , pp. 2
Sandeep kumar & Charu Lamba(2018) : Technology the Greatest differentiator in the Retail
Industry, pp. 30-38
Sandeep kumar , Charu Lamba & Surabhi khosala (2018) : Online to Offline -Pure play E-
commerce firms go physical to woo consumers , pp. 36-38
37. 37
ANNEXURES
1. QUESSIONNAIRE
1. Age ?
Above 15
Between 24 & 38
Above 38
2. Martial status ?
Married
UnMarried
3. Gender ?
Male
Female
Others
4. Method of Shopping ?
Online
In-store
Both
5. Where do you live ?
Metropolitan
Suburban
Rural
6. How much hours do you spend in Online weekly ?
Below 3 hours
3 to 8 hours
above 8 hours
38. 38
7. where do u shop in online ?
Market place
Large retailer
Web-store
Other(please specify)
8. How often you shop ?
Daily
Weekly
Monthly
Yearly
Never
9. When & Where do you shop online ?
In bed
In the Office
In a Retail store
In the car
Other(if please specify)
10. Which item do you buy at online ?
Clothing, shoes and accessories
Electronics
Beauty and personal care items.
Books , music and movies
flowers and gifts
11.Which factor influences you to buy ?
Sales/Discounts
Shipping cost and speed
Price
12.How satisfied are you with online shopping experience ?
Very satisfied
Satisfied
39. 39
Neutral
Unsatisfied
Very unsatisfied
13.Which factors affect you , while shopping online ?
Paying for shopping
Not being able to try out a product first
Difficult to return items
Waiting for delivery
Unattractive or hard-to-navigate sites
Entering payment info
Not knowing where to search for a product
14.What do you want more of from online stores?
Images
Reviews
Comparisons
Testimonials
Video
15.Have you Heard about the Brand "PepperFry" ?
Yes
No
Maybe
16.Would you like to buy your furniture online ?
Yes
No
Maybe
17.In what period of time do you except to receive your order?
Less than a week
From one week / 3 weeks
More than 3 weeks
18.Which Member of your family usually makes the decision when buying furniture ?
40. 40
Mother
Father
Other(Please Specify)
19.What is the most significant point when you choose household accessories and
furniture shop ?
Price of Product
Design of Product
Shop's Location
Quality of Product
20.When shopping, why might you use the retail store? Select one or more of the
following
I like too touch , feel and try product before purchasing
I like to get advice from store associates on what products too buy
I like to do research and then find the product online.
I like to browse in store and then order for delivery
I like to collect products that I Have ordered online
I don't like shopping online