The document analyzes purchasing behavior data from the COVID-19 pandemic. It finds that brands had a 43% increase in new buyers through direct channels in 2020 compared to 2019. New buyers in 2020 were retained at a 6% higher rate than in 2019. While new buyers made fewer purchases on average than repeat buyers, their average order value was higher. The data provides insights into how consumer purchasing patterns changed during the pandemic and how those changes differed between new and repeat buyers.
Experian Marketing Services 2011 Digital Marketer Experian Hitwise
Covering key marketing channels including: email, digital advertising, mobile, search, and social media, the Experian Marketing Services’ annual Digital Marketer report contains trend information, predictive benchmark data, and analytical insight necessary for business leaders to maximize digital marketing opportunities and return on investment.
Báo cáo 2020 Audience Insights for B2B Marketing là những số liệu chi tiết về xu hướng sử dụng các phương tiện truyền thông (media) từ hơn 11 triệu người ra quyết định dựa trên 20 ngành công nghiệp khác nhau.
Experian Marketing Services 2011 Digital Marketer Experian Hitwise
Covering key marketing channels including: email, digital advertising, mobile, search, and social media, the Experian Marketing Services’ annual Digital Marketer report contains trend information, predictive benchmark data, and analytical insight necessary for business leaders to maximize digital marketing opportunities and return on investment.
Báo cáo 2020 Audience Insights for B2B Marketing là những số liệu chi tiết về xu hướng sử dụng các phương tiện truyền thông (media) từ hơn 11 triệu người ra quyết định dựa trên 20 ngành công nghiệp khác nhau.
'Anatomy of Effectiveness’ is a white paper for brand marketers and advertising agencies alike, highlighting five key priorities for brands seeking greater impact. It will change the way brands and agencies market and will drive better consumer engagement.
A look at the Canadian consumer and how retailers can utilize direct mail as part of a multi-channel campaign, to take advantage of online plus retail footprint increased sales.
Adobe Personalization 2020 Survey of Consumers and MarketersAdobe
In January and February 2020, Adobe surveyed over 400 digital marketers and 1,000 adult consumers on topics related to digital experience personalization. Questions cover the priority of personalization, budget allocation, use cases, benefits seen including return on investment, and consumer relationships with brands and personalization across a variety of devices.
The time is now to prepare and be sure to take advantage of the crucial sales windows of Back to School, Labor Day, Early Holiday and Holiday 2021.
Retail over the back half of 2021 will be like nothing we've ever seen. Learn more now through this Max Connect Marketing thought leadership article and reach out to Maximize your future success.
Đại dịch COVID-19 đã có tác động lớn đến hành vi của người tiêu dùng, với một số nhà phân tích dự đoán rằng các nỗ lực giảm thiểu và đóng cửa toàn cầu đã thúc đẩy sự dịch chuyển khỏi các cửa hàng thực và hướng tới mua sắm trực tuyến.
Content marketing isn’t a new strategy for the finance industry. For many financial institutions, the value of content marketing is the same today as it was 130 years ago: It strengthens relationships with prospects and customers by building trust. But what, specifically, are financial institutions doing when it comes to content marketing — and, more importantly, what do they need to be doing to evolve and stand out? This industry has its own unique considerations, as well, such as the fact it operates in a heavily regulated industry and its customers can no longer be categorized as being interested in only business finance or only personal finance. This white paper provides an overview of the current state of content marketing in the finance industry and explores key examples that can show you ways to evolve your own program.
Get Loyalty Smart - Sectors of Opportunityemmersons1
Brands are starting to rethink what loyalty means for their customers, and this week, we look at a the range of strategies that different sectors are adopting.
COVID19 has made empathy the new norm in marketing. If you’re curious about this new customer reality, how it affects big brands like LVMH and Hilton, as well as how a loyalty program can help, then check Antavo’s related article, featuring a dedicated webinar recording. Here you can find the slides we used during this educational online event.
20 most innovative companies in Fintech IndustrySumit Roy
Global fintech financing has more than trebled in the past three years to an estimated US$3 billion annually and the level of innovation in the financial services sector has been unprecedented over the past 12 months. The level of spend and intensity of focus will – and already has – led to the development and release of products and solutions that will change the way customers view and interact with their financial services
New research conducted by Populus and Esteban Kolsky for Thunderhead.com presents the engagement opportunity, and a new model for building customer engagement.
Customer loyalty is dynamic, compelling and changing all the time. Awareness of a loyalty program’s importance was once relegated solely to a handful of sponsors of a program at a company, or those of us toiling in our industry to support the program. Today, loyalty programs are an enterprise initiative — reflective of the customer experience of brands, managed by customer service, finance, marketing, operations and IT, driven by segmented media and consumer campaigns, and expected to drive ROI, fostering lifelong connections and creating lifetime brand value.
The loyalty and customer experience landscape has been positively impacted by several exciting trends:
- The analyses of Big Data which derive meaningful consumer behavioral insights. We challenge ourselves and our clients to use it to create genuine experiences versus the more simplistic points-for-rewards stereotypes
- The need for devices and channels (think smartphones, tablets, digital signage, kiosks, radio, TV, print, etc.) to create a consistent customer experience. We need to build omnichannel loyalty programs, and then mine the data sets they create
- The importance of having programs that appeal to both the rational and emotional sides of the brain — emotional connections can include elements of gamification and social media, while rational are the tangible rewards e.g. discounts or coupons
These trends – and other insights – form the backbone of the Kobie Knowledge Quarterly Review. Our goal is to bring to you loyalty landscape commentary and analyses of where the loyalty industry is heading. We welcome conversations about loyalty through our observations, commentaries, insights and, in some cases, criticisms of the developments taking place.
We hope the Kobie Knowledge Quarterly Review leaves you with a greater appreciation that customer loyalty isn’t just about the program itself. Or even solely for driving ROI and heightening customer engagement. Loyalty, the bond an individual makes with another, is central to the human condition. It’s about reciprocity, faith, trust and at its greatest intensity, a type of moral obligation, akin to the connections we forge with family and friends.
Brands and businesses, the best ones, are no different.
Michael Hemsey, President
Kobie Marketing, Inc.
Unlock the comprehensive report, "Beauty Unveiled: Decoding the Success of Pure-Play Beauty Companies," co-authored by Peak XV and Redseer Strategy Consultants, to gain deeper insights into the success drivers of leading BPC players on both global and Indian fronts.
'Anatomy of Effectiveness’ is a white paper for brand marketers and advertising agencies alike, highlighting five key priorities for brands seeking greater impact. It will change the way brands and agencies market and will drive better consumer engagement.
A look at the Canadian consumer and how retailers can utilize direct mail as part of a multi-channel campaign, to take advantage of online plus retail footprint increased sales.
Adobe Personalization 2020 Survey of Consumers and MarketersAdobe
In January and February 2020, Adobe surveyed over 400 digital marketers and 1,000 adult consumers on topics related to digital experience personalization. Questions cover the priority of personalization, budget allocation, use cases, benefits seen including return on investment, and consumer relationships with brands and personalization across a variety of devices.
The time is now to prepare and be sure to take advantage of the crucial sales windows of Back to School, Labor Day, Early Holiday and Holiday 2021.
Retail over the back half of 2021 will be like nothing we've ever seen. Learn more now through this Max Connect Marketing thought leadership article and reach out to Maximize your future success.
Đại dịch COVID-19 đã có tác động lớn đến hành vi của người tiêu dùng, với một số nhà phân tích dự đoán rằng các nỗ lực giảm thiểu và đóng cửa toàn cầu đã thúc đẩy sự dịch chuyển khỏi các cửa hàng thực và hướng tới mua sắm trực tuyến.
Content marketing isn’t a new strategy for the finance industry. For many financial institutions, the value of content marketing is the same today as it was 130 years ago: It strengthens relationships with prospects and customers by building trust. But what, specifically, are financial institutions doing when it comes to content marketing — and, more importantly, what do they need to be doing to evolve and stand out? This industry has its own unique considerations, as well, such as the fact it operates in a heavily regulated industry and its customers can no longer be categorized as being interested in only business finance or only personal finance. This white paper provides an overview of the current state of content marketing in the finance industry and explores key examples that can show you ways to evolve your own program.
Get Loyalty Smart - Sectors of Opportunityemmersons1
Brands are starting to rethink what loyalty means for their customers, and this week, we look at a the range of strategies that different sectors are adopting.
COVID19 has made empathy the new norm in marketing. If you’re curious about this new customer reality, how it affects big brands like LVMH and Hilton, as well as how a loyalty program can help, then check Antavo’s related article, featuring a dedicated webinar recording. Here you can find the slides we used during this educational online event.
20 most innovative companies in Fintech IndustrySumit Roy
Global fintech financing has more than trebled in the past three years to an estimated US$3 billion annually and the level of innovation in the financial services sector has been unprecedented over the past 12 months. The level of spend and intensity of focus will – and already has – led to the development and release of products and solutions that will change the way customers view and interact with their financial services
New research conducted by Populus and Esteban Kolsky for Thunderhead.com presents the engagement opportunity, and a new model for building customer engagement.
Customer loyalty is dynamic, compelling and changing all the time. Awareness of a loyalty program’s importance was once relegated solely to a handful of sponsors of a program at a company, or those of us toiling in our industry to support the program. Today, loyalty programs are an enterprise initiative — reflective of the customer experience of brands, managed by customer service, finance, marketing, operations and IT, driven by segmented media and consumer campaigns, and expected to drive ROI, fostering lifelong connections and creating lifetime brand value.
The loyalty and customer experience landscape has been positively impacted by several exciting trends:
- The analyses of Big Data which derive meaningful consumer behavioral insights. We challenge ourselves and our clients to use it to create genuine experiences versus the more simplistic points-for-rewards stereotypes
- The need for devices and channels (think smartphones, tablets, digital signage, kiosks, radio, TV, print, etc.) to create a consistent customer experience. We need to build omnichannel loyalty programs, and then mine the data sets they create
- The importance of having programs that appeal to both the rational and emotional sides of the brain — emotional connections can include elements of gamification and social media, while rational are the tangible rewards e.g. discounts or coupons
These trends – and other insights – form the backbone of the Kobie Knowledge Quarterly Review. Our goal is to bring to you loyalty landscape commentary and analyses of where the loyalty industry is heading. We welcome conversations about loyalty through our observations, commentaries, insights and, in some cases, criticisms of the developments taking place.
We hope the Kobie Knowledge Quarterly Review leaves you with a greater appreciation that customer loyalty isn’t just about the program itself. Or even solely for driving ROI and heightening customer engagement. Loyalty, the bond an individual makes with another, is central to the human condition. It’s about reciprocity, faith, trust and at its greatest intensity, a type of moral obligation, akin to the connections we forge with family and friends.
Brands and businesses, the best ones, are no different.
Michael Hemsey, President
Kobie Marketing, Inc.
Unlock the comprehensive report, "Beauty Unveiled: Decoding the Success of Pure-Play Beauty Companies," co-authored by Peak XV and Redseer Strategy Consultants, to gain deeper insights into the success drivers of leading BPC players on both global and Indian fronts.
Black Friday is a critical event in the retail calendar in MENA. This event which was first launched by Souq (now Amazon) as a 3-day online only event has now expanded to over six weeks of Q4. The event has been so popular that ~20% of annual online retail sales happen during the Black Friday sale period.
In the age of shifting loyalties, loyalty marketing is the ace up the CMO’s sleeve. Experience shows that when loyalty marketing is done right, it deepens consumer trust based on insight and relevance. Trust is marketing gold in a post-Covid world. But the loyalty paradigm is also evolving. To continue to succeed, brands need agility and one-on-one relationships. And with third-party cookies on the way out, brands will have less data to create authentic connections. Hence loyalty marketing has become even more critical as a source of first-party data.A strong partnership hinges on value exchange. Loyalty marketing is no different. The desired state is loyalty as an outcome and not just a program.
Key Takeaways:
1. Value -led approach to loyalty marketing
2. Who's done it well
3. Tips and tricks to loyalty marketing
Do you have a strategy in place to emerge from COVID-19 ahead of your competition? In this webinar, financial, data, and marketing experts will break down the three most important parts of your income statement to focus on to successfully navigate the current COVID-19 situation and accompanying economic consequences.
We will share examples and case studies of how businesses have catapulted themselves ahead of their competitors by focusing on specific activities during economic downturns, such as increasing the ROI on marketing efforts and implementing cost cutting measures (improving customer retention and reducing process inefficiencies).
We can only speculate how the economy will recover following the pandemic. There is the possibility of a “V” rebound – sharp downturn followed by sharp upturn, but that is becoming less and less likely each day. Businesses need to prepare a “U” or an “L” or even a Nike-style “swoosh” type recover that could take up to 24 months.
What we do know is that Covid19 marks an inflection point: The world after it is unlikely to resemble the one before it. CEO’s need to remake their organizations to cope with the “new normal”.
Advice from MMI Agency on where to focus your marketing efforts in the NEW "new normal" that is 2021. Check out our recommendations and predictions for 2021.
Influencer Marketing FAQs Answered by CaruseleCarusele
While the influencer marketing industry has been around for over a decade, there are still many unanswered questions marketers have.
Because of this, we hosted a webinar-style Q&A event designed to answer marketers questions about the industry, starting with the answers to the top 5 questions we're most frequently asked:
- Do “influencers” actually influence anyone?
- Does an influencer have to use a disclosure such as #ad?
- Isn’t bigger better? Why wouldn’t I use the biggest influencers I can afford?
- Can I use influencers for B2B marketing?
- How do I protect my brand when working with influencers?
Enjoy this presentation as well as the valuable influencer marketing resources linked at the end. If you have any other questions, reaching out to us at www.carusele.com
New 2024 Cannabis Microbusiness Business Plan Template, Type 12CannaBusinessPlans
Requirements for microbusiness licenses vary from place to place. For example, the Type 12 license in California is for businesses that do at least three of the following activities at one location: cultivation, manufacturing, distribution (or distribution transport-only), retail (storefront or non-storefront). An adult-use microbusiness in New York must engage in cannabis cultivation and at least one additional licensed activity including processing, distribution, or retail sale. This template includes cultivation and nursery, processing and manufacturing, retail with or without delivery or non-storefront. It works for vertically integrated cannabis business operations however it is flexible enough to be used for only some of them or even for a mono business. https://cannabusinessplans.com/product/cannabis-microbusiness-business-plan-template/
Ecommerce and Digital Trends 2016.
- Ecommerce continues to grow WW
- Mobile is growing continously too...
- Omni Channel
- Social Media and Messaging Apps are the store
- Hyper Convenience, Speed and Excellence
- Big Data for relevance and Customized experience
Who is doing well
As per the report, B2B sellers in India increasingly rely on AI for tasks like prospect research and lead generation, with 90% seeing it as crucial for future success.
Changing Business Models: The Shift to B2B2C and D2C SalesAshish Saxena
Times are changing, and business models are no longer limited to only B2B or B2C. We are seeing a slow
change to alternative models such as B2B2C (business-to-business-to-consumer), D2C (direct-to-consumer)
or B2E (business-to-employee) in order to better meet more specific end-consumer needs.
In this white paper, we’re delving into the trends impacting this shift away from traditional business models in
the e-commerce landscape. We’re also sharing a useful step-by-step guide on how to implement a successful
D2C strategy.
The power of me: The impact of personalization on marketing performanceEpsilon Marketing
The appeal for personalization is high among consumers. They not only want it, but expect it. And our research found that personalization is profitable. For more information contact us here: https://us.epsilon.com/data-driven-marketing-solutions-contact-us
Loyalty is more than just a program it is becoming a vehicle for brand philosophy. The new breed of successful loyalty programs go beyond perks to build impactful emotional connections with customers. Unparalleled customer loyalty begins and ends with the quality of your relationships with customers.
The successful analytics organization - Epsilon and Transamerica, LIMRA Data ...Epsilon Marketing
Epsilon and Transamerica recently co-presented The successful analytics organization at the LIMRA Big Data Analytics Conference. The session was well attended and thought-provoking.
Why true digital transformation must take place across the entire banking ent...Epsilon Marketing
In the global omnichannel world we live in today, financial institutions are hindered by their disparate and siloed systems.
The rise of online banking has produced a massive shift in the way people engage with their money, bill paying, and most importantly, their banks. Today’s consumer is connected more or less 7x24x365 via mobile devices and WiFi in their cars. Banking and insurance companies are struggling to shape their online and digital engagement to match the expectations and desires of the consumers. They need to transform so that they can better understand their consumers.
With this focus on digital transformation, the financial institutions must focus on producing an enterprise-wide solution that enables the business to find, engage, convert, cultivate and expand their relationships efficiently.
Join us as we explain how organizations are successfully transitioning to enterprise-wide digital transformation.
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.
Adjusting primitives for graph : SHORT REPORT / NOTESSubhajit Sahu
Graph algorithms, like PageRank Compressed Sparse Row (CSR) is an adjacency-list based graph representation that is
Multiply with different modes (map)
1. Performance of sequential execution based vs OpenMP based vector multiply.
2. Comparing various launch configs for CUDA based vector multiply.
Sum with different storage types (reduce)
1. Performance of vector element sum using float vs bfloat16 as the storage type.
Sum with different modes (reduce)
1. Performance of sequential execution based vs OpenMP based vector element sum.
2. Performance of memcpy vs in-place based CUDA based vector element sum.
3. Comparing various launch configs for CUDA based vector element sum (memcpy).
4. Comparing various launch configs for CUDA based vector element sum (in-place).
Sum with in-place strategies of CUDA mode (reduce)
1. Comparing various launch configs for CUDA based vector element sum (in-place).
Techniques to optimize the pagerank algorithm usually fall in two categories. One is to try reducing the work per iteration, and the other is to try reducing the number of iterations. These goals are often at odds with one another. Skipping computation on vertices which have already converged has the potential to save iteration time. Skipping in-identical vertices, with the same in-links, helps reduce duplicate computations and thus could help reduce iteration time. Road networks often have chains which can be short-circuited before pagerank computation to improve performance. Final ranks of chain nodes can be easily calculated. This could reduce both the iteration time, and the number of iterations. If a graph has no dangling nodes, pagerank of each strongly connected component can be computed in topological order. This could help reduce the iteration time, no. of iterations, and also enable multi-iteration concurrency in pagerank computation. The combination of all of the above methods is the STICD algorithm. [sticd] For dynamic graphs, unchanged components whose ranks are unaffected can be skipped altogether.
The lockdowns in 2020 lead to a captive audience as consumers were at home in need of products and services for necessity and for 'entertainment'. With many brick-and-mortar shopping experiences closed and "shopping as a pastime" nearly eliminated, consumers turned to online options fill those needs
We all saw Retail take a huge hit as stores closed, which drove demand online. Overall retail declined by 66% during this time.
Direct saw a 43% increase ON AVERAGE, some brands saw over 100% increase which was directly related to the category of product you provide.
Repeat buyers in the Direct channel also saw a 17% increase for an overall 20% increase.
Brands saw a 43% increase in new buyers across direct channels in 2020 compared to the previous year.
That said, it didn’t necessarily make up for the delta from the lack of new buyers in in-store channels
Repeat buyers were also up on direct channels – seeing a 17% increase YOY in repeat buyers
So what did these NTF and Repeat buyers look like? Were they different?
Yes, they were different. Not by huge swings but remember this is the average across millions of buyers.
Commentary on how both in-store and direct channels were attracting a new type of buyer that was not previously with the brand across in-store and direct channels.
What’s the context?
Could be read as stealing marketshare from others?
Younger demographics, new families, etc. looking for what was available where they could get it vs. shopping their typical stores?
Lots of “brand swapping” with this group – differs from what is considered their typical, “loyal” customer base?
Wasn’t all panic buying – didn’t need to go to work, etc. – just browsing the web – opted in for emails, etc. and recreational shopping over the web vs. walking to a new store.
People tried new hobbies – forced to cook at home more, restaurants were closed, people were trying gardening and collecting things to entertain kids around the house.
Are these people going to stick around with new hobbies from this time last year or not?
So what did these NTF and Repeat buyers look like? Were they different?
Yes, they were different. Not by huge swings but remember this is the average across millions of buyers.
Commentary on how both in-store and direct channels were attracting a new type of buyer that was not previously with the brand across in-store and direct channels.
What’s the context?
Could be read as stealing marketshare from others?
Younger demographics, new families, etc. looking for what was available where they could get it vs. shopping their typical stores?
Lots of “brand swapping” with this group – differs from what is considered their typical, “loyal” customer base?
Wasn’t all panic buying – didn’t need to go to work, etc. – just browsing the web – opted in for emails, etc. and recreational shopping over the web vs. walking to a new store.
People tried new hobbies – forced to cook at home more, restaurants were closed, people were trying gardening and collecting things to entertain kids around the house.
Are these people going to stick around with new hobbies from this time last year or not?
Not a dramatic difference - still down a bit YOY but not a dramatic increase in transactions.
Have to pay for shipping if you buy direct, not going to make as many transactions - this is the number of transactions during that period, not just in a day
Gained a lot of new households and customers, but the activity of those people was the same as other new buyers
Speaks a lot to what those brands were offering at that time, don't have the same turn of inventory as retailers.
DIRECT: Purchase frequency was highest for Repeat Buyers at 2.7 transactions per household compared to 1.6 for New Buyers.
IN-STORE: Repeat buyers had 2.6 visits on average, whereas new buyers only had 1.8 visits on average – both were in line (with some changes) from 2019.
During the same timeframe, the people that could go in-store did spend a lot, but those dollars didn't necessarily translate into the direct channel.
"Panic buying" extended beyond just grocery here
Spend:
DIRECT: New Buyers spent $142 per order, whereas Repeat Buyers spent $134.
IN-STORE: New Buyers spent $277 per purchase, whereas Repeat Buyers spent $110.
For reference:
RETAIL: 34% of the 2020 New March to May Buyers were retained, a decrease of 11% YOY
For reference: In-store was flat overall as well
Bigger dump of new customers to online or direct - want to know if these people are continuing
First phase - so many people shifted into online, now looking at if they are/are not continuing online
AOV was relatively flat from early to later pandemic - $135 average across the year, but for both March-May and June-Dec (across new and repeat buyers), AOV was up significantly from $128/order to $135/order
Reactivation was a big component here
Apparel & Accessories – Direct – March-May highlights:
While Apparel-related purchases went down at physical stores, the Direct channel saw a surge in New Buyers.
Unfortunately, revenue was down 7% overall, but at least folks were finding their favorite and new brands through other channels.
New Buyers made up a higher proportion of the active 3-month households.
Revenue from New Buyers was up in March to May for all categories, except in Mature Female Apparel.
Apparel & Accessories – Direct – June-Dec highlights:
When following the March to May buyer segments, both the New and the Repeat Buyers spend was up from June to December.
AOV and purchase frequency was down.
The increase in active New and Repeat buyers drove the growth.
New Buyer retention rates were fairly flat, whereas Repeat Buyers retention was down in most cases.
Similar to earlier in the year, the Mature Female Apparel brands struggled to convert these New and Repeat Buyers, but other apparel offers saw growth with them.
Home Furnishings – Direct – March-May highlights:
The Home & Garden market also experienced a surge of New and Repeat Buyers, which drove revenue up over 2019 levels.
AOV declined, but purchase frequency was up.
New Buyers made up a higher proportion of the active 3-month households for all the categories except for Home Fixtures & Furniture.
All the buyer segments also spent more at a category level in March to May 2020. Bath & Kitchen saw the largest increases, with Patio & Garden brands coming in second place.
Home Furnishings – Direct – June-Dec highlights:
When following the March to May buyer segments for the remainder of the year, both the New and the Repeat Buyers spend was also up from June to December 2020.
Dramatic increases in active buyers drove this growth.
Increases in purchase frequency and AOV further contributed to the growth in revenue.
Repeat Direct Buyers’ retention rates were up in 2020.
Revenue increases seen earlier in the year, were also happening in June to December for New and Repeat Buyers across all the Home & Garden categories.
Home Furnishings – Direct – March-May highlights:
The Home & Garden market also experienced a surge of New and Repeat Buyers, which drove revenue up over 2019 levels.
AOV declined, but purchase frequency was up.
New Buyers made up a higher proportion of the active 3-month households for all the categories except for Home Fixtures & Furniture.
All the buyer segments also spent more at a category level in March to May 2020. Bath & Kitchen saw the largest increases, with Patio & Garden brands coming in second place.
Home Furnishings – Direct – June-Dec highlights:
When following the March to May buyer segments for the remainder of the year, both the New and the Repeat Buyers spend was also up from June to December 2020.
Dramatic increases in active buyers drove this growth.
Increases in purchase frequency and AOV further contributed to the growth in revenue.
Repeat Direct Buyers’ retention rates were up in 2020.
Revenue increases seen earlier in the year, were also happening in June to December for New and Repeat Buyers across all the Home & Garden categories.
Home Furnishings – Direct – March-May highlights:
The Home & Garden market also experienced a surge of New and Repeat Buyers, which drove revenue up over 2019 levels.
AOV declined, but purchase frequency was up.
New Buyers made up a higher proportion of the active 3-month households for all the categories except for Home Fixtures & Furniture.
All the buyer segments also spent more at a category level in March to May 2020. Bath & Kitchen saw the largest increases, with Patio & Garden brands coming in second place.
Home Furnishings – Direct – June-Dec highlights:
When following the March to May buyer segments for the remainder of the year, both the New and the Repeat Buyers spend was also up from June to December 2020.
Dramatic increases in active buyers drove this growth.
Increases in purchase frequency and AOV further contributed to the growth in revenue.
Repeat Direct Buyers’ retention rates were up in 2020.
Revenue increases seen earlier in the year, were also happening in June to December for New and Repeat Buyers across all the Home & Garden categories.
Home Furnishings – Direct – March-May highlights:
The Home & Garden market also experienced a surge of New and Repeat Buyers, which drove revenue up over 2019 levels.
AOV declined, but purchase frequency was up.
New Buyers made up a higher proportion of the active 3-month households for all the categories except for Home Fixtures & Furniture.
All the buyer segments also spent more at a category level in March to May 2020. Bath & Kitchen saw the largest increases, with Patio & Garden brands coming in second place.
Home Furnishings – Direct – June-Dec highlights:
When following the March to May buyer segments for the remainder of the year, both the New and the Repeat Buyers spend was also up from June to December 2020.
Dramatic increases in active buyers drove this growth.
Increases in purchase frequency and AOV further contributed to the growth in revenue.
Repeat Direct Buyers’ retention rates were up in 2020.
Revenue increases seen earlier in the year, were also happening in June to December for New and Repeat Buyers across all the Home & Garden categories.
Fashion & beauty extras – Direct – March-May highlights:
In March to May, Fashion & Beauty Extras brands had more New and Repeat Buyers compared to the same time in 2019.
Revenue from New Buyers was up 13% but down 3% for Repeat Buyers.
New Buyers made up a higher proportion of the active 3-month households for all the Fashion & Beauty Extras categories, except for Health & Beauty.
March to May revenue was up for Health & Beauty and Jewelry brands, but down for Fashion Accessories and Shoe brands
Fashion & beauty extras – Direct – June-Dec highlights:
When following the March to May buyer segments, both the New and the Repeat Buyers spend was up from June to December 2020.
Purchase frequency was down 7% on average.
Increases in active New and Repeat Buyers drove the growth.
From 2019 to 2020, New Buyer retention rates were flat, whereas Repeat Buyers retention rates were down in most cases.
These New and Repeat Buyers increased their spend in June to December with all the Fashion & Beauty Extra categories except Repeat Buyers with Shoes and New Buyers with Health & Beauty.
Fashion & beauty extras – Direct – March-May highlights:
In March to May, Fashion & Beauty Extras brands had more New and Repeat Buyers compared to the same time in 2019.
Revenue from New Buyers was up 13% but down 3% for Repeat Buyers.
New Buyers made up a higher proportion of the active 3-month households for all the Fashion & Beauty Extras categories, except for Health & Beauty.
March to May revenue was up for Health & Beauty and Jewelry brands, but down for Fashion Accessories and Shoe brands
Fashion & beauty extras – Direct – June-Dec highlights:
When following the March to May buyer segments, both the New and the Repeat Buyers spend was up from June to December 2020.
Purchase frequency was down 7% on average.
Increases in active New and Repeat Buyers drove the growth.
From 2019 to 2020, New Buyer retention rates were flat, whereas Repeat Buyers retention rates were down in most cases.
These New and Repeat Buyers increased their spend in June to December with all the Fashion & Beauty Extra categories except Repeat Buyers with Shoes and New Buyers with Health & Beauty.
Fashion & beauty extras – Direct – March-May highlights:
In March to May, Fashion & Beauty Extras brands had more New and Repeat Buyers compared to the same time in 2019.
Revenue from New Buyers was up 13% but down 3% for Repeat Buyers.
New Buyers made up a higher proportion of the active 3-month households for all the Fashion & Beauty Extras categories, except for Health & Beauty.
March to May revenue was up for Health & Beauty and Jewelry brands, but down for Fashion Accessories and Shoe brands
Fashion & beauty extras – Direct – June-Dec highlights:
When following the March to May buyer segments, both the New and the Repeat Buyers spend was up from June to December 2020.
Purchase frequency was down 7% on average.
Increases in active New and Repeat Buyers drove the growth.
From 2019 to 2020, New Buyer retention rates were flat, whereas Repeat Buyers retention rates were down in most cases.
These New and Repeat Buyers increased their spend in June to December with all the Fashion & Beauty Extra categories except Repeat Buyers with Shoes and New Buyers with Health & Beauty.
Fashion & beauty extras – Direct – March-May highlights:
In March to May, Fashion & Beauty Extras brands had more New and Repeat Buyers compared to the same time in 2019.
Revenue from New Buyers was up 13% but down 3% for Repeat Buyers.
New Buyers made up a higher proportion of the active 3-month households for all the Fashion & Beauty Extras categories, except for Health & Beauty.
March to May revenue was up for Health & Beauty and Jewelry brands, but down for Fashion Accessories and Shoe brands
Fashion & beauty extras – Direct – June-Dec highlights:
When following the March to May buyer segments, both the New and the Repeat Buyers spend was up from June to December 2020.
Purchase frequency was down 7% on average.
Increases in active New and Repeat Buyers drove the growth.
From 2019 to 2020, New Buyer retention rates were flat, whereas Repeat Buyers retention rates were down in most cases.
These New and Repeat Buyers increased their spend in June to December with all the Fashion & Beauty Extra categories except Repeat Buyers with Shoes and New Buyers with Health & Beauty.
Food & gifts – Direct – March-May highlights:
Food & Gift brands had a large increase in New and Repeat buyers, which drove revenue up substantially over the same time in 2019.
AOV was also up by double-digits.
Purchase frequency was up for New Buyers and down for Repeat Buyers.
As with many other Direct markets, New Buyers made up a higher proportion of the active 3-month households.
Gourmet Food brands saw triple-digit increases in gross revenue, while Gift brands were up by double-digits.
Food & gifts – Direct – June-Dec highlights:
When following the March to May buyer segments for the remainder of the year, both the New and the Repeat Buyers spend was up from June to December 2020.
Dramatic increases in active buyers drove this growth.
Purchase frequency and AOV were up and further contributed to the growth in revenue.
New and Repeat Direct Buyers’ retention rates were up in 2020.
The trend from March to May continued into June to December with tremendous growth for both New and Repeat Buyers with Gifts and Gourmet Food brands.
Food & gifts – Direct – March-May highlights:
Food & Gift brands had a large increase in New and Repeat buyers, which drove revenue up substantially over the same time in 2019.
AOV was also up by double-digits.
Purchase frequency was up for New Buyers and down for Repeat Buyers.
As with many other Direct markets, New Buyers made up a higher proportion of the active 3-month households.
Gourmet Food brands saw triple-digit increases in gross revenue, while Gift brands were up by double-digits.
Food & gifts – Direct – June-Dec highlights:
When following the March to May buyer segments for the remainder of the year, both the New and the Repeat Buyers spend was up from June to December 2020.
Dramatic increases in active buyers drove this growth.
Purchase frequency and AOV were up and further contributed to the growth in revenue.
New and Repeat Direct Buyers’ retention rates were up in 2020.
The trend from March to May continued into June to December with tremendous growth for both New and Repeat Buyers with Gifts and Gourmet Food brands.
Food & gifts – Direct – March-May highlights:
Food & Gift brands had a large increase in New and Repeat buyers, which drove revenue up substantially over the same time in 2019.
AOV was also up by double-digits.
Purchase frequency was up for New Buyers and down for Repeat Buyers.
As with many other Direct markets, New Buyers made up a higher proportion of the active 3-month households.
Gourmet Food brands saw triple-digit increases in gross revenue, while Gift brands were up by double-digits.
Food & gifts – Direct – June-Dec highlights:
When following the March to May buyer segments for the remainder of the year, both the New and the Repeat Buyers spend was up from June to December 2020.
Dramatic increases in active buyers drove this growth.
Purchase frequency and AOV were up and further contributed to the growth in revenue.
New and Repeat Direct Buyers’ retention rates were up in 2020.
The trend from March to May continued into June to December with tremendous growth for both New and Repeat Buyers with Gifts and Gourmet Food brands.
Food & gifts – Direct – March-May highlights:
Food & Gift brands had a large increase in New and Repeat buyers, which drove revenue up substantially over the same time in 2019.
AOV was also up by double-digits.
Purchase frequency was up for New Buyers and down for Repeat Buyers.
As with many other Direct markets, New Buyers made up a higher proportion of the active 3-month households.
Gourmet Food brands saw triple-digit increases in gross revenue, while Gift brands were up by double-digits.
Food & gifts – Direct – June-Dec highlights:
When following the March to May buyer segments for the remainder of the year, both the New and the Repeat Buyers spend was up from June to December 2020.
Dramatic increases in active buyers drove this growth.
Purchase frequency and AOV were up and further contributed to the growth in revenue.
New and Repeat Direct Buyers’ retention rates were up in 2020.
The trend from March to May continued into June to December with tremendous growth for both New and Repeat Buyers with Gifts and Gourmet Food brands.
Hobbies & interests – Direct – March-May highlights:
Hobbies & Interests brands had more New and Repeat buyers in 2020, which drove revenue up over the same time in 2019.
AOV was down for New Buyers and up for Repeat Buyers.
Purchase frequency rose 2% for New Buyers and was flat for Repeat Buyers.
Like other Direct markets, New Buyers made up a higher proportion of the active 3-month households.
Aside from New Buyers spend with Crafts & Collectibles, all the other categories saw growth from both New and Repeat Buyers in March through May 2020.
Hobbies & interests – Direct – June-December highlights:
When following the March to May buyer segments, both the New and the Repeat Buyers spend was up from June to December.
Increases in AOV and purchase frequency also contributed to the growth.
Double-digit increases in active New and Repeat buyers was the driver of the growth though.
Retention rates were higher for more of the Repeat Buyer segments; whereas there was little change for New Buyers.
Gross revenue was up for all segments and categories in the Hobbies & Interests market.
Hobbies & interests – Direct – March-May highlights:
Hobbies & Interests brands had more New and Repeat buyers in 2020, which drove revenue up over the same time in 2019.
AOV was down for New Buyers and up for Repeat Buyers.
Purchase frequency rose 2% for New Buyers and was flat for Repeat Buyers.
Like other Direct markets, New Buyers made up a higher proportion of the active 3-month households.
Aside from New Buyers spend with Crafts & Collectibles, all the other categories saw growth from both New and Repeat Buyers in March through May 2020.
Hobbies & interests – Direct – June-December highlights:
When following the March to May buyer segments, both the New and the Repeat Buyers spend was up from June to December.
Increases in AOV and purchase frequency also contributed to the growth.
Double-digit increases in active New and Repeat buyers was the driver of the growth though.
Retention rates were higher for more of the Repeat Buyer segments; whereas there was little change for New Buyers.
Gross revenue was up for all segments and categories in the Hobbies & Interests market.
Hobbies & interests – Direct – March-May highlights:
Hobbies & Interests brands had more New and Repeat buyers in 2020, which drove revenue up over the same time in 2019.
AOV was down for New Buyers and up for Repeat Buyers.
Purchase frequency rose 2% for New Buyers and was flat for Repeat Buyers.
Like other Direct markets, New Buyers made up a higher proportion of the active 3-month households.
Aside from New Buyers spend with Crafts & Collectibles, all the other categories saw growth from both New and Repeat Buyers in March through May 2020.
Hobbies & interests – Direct – June-December highlights:
When following the March to May buyer segments, both the New and the Repeat Buyers spend was up from June to December.
Increases in AOV and purchase frequency also contributed to the growth.
Double-digit increases in active New and Repeat buyers was the driver of the growth though.
Retention rates were higher for more of the Repeat Buyer segments; whereas there was little change for New Buyers.
Gross revenue was up for all segments and categories in the Hobbies & Interests market.
Hobbies & interests – Direct – March-May highlights:
Hobbies & Interests brands had more New and Repeat buyers in 2020, which drove revenue up over the same time in 2019.
AOV was down for New Buyers and up for Repeat Buyers.
Purchase frequency rose 2% for New Buyers and was flat for Repeat Buyers.
Like other Direct markets, New Buyers made up a higher proportion of the active 3-month households.
Aside from New Buyers spend with Crafts & Collectibles, all the other categories saw growth from both New and Repeat Buyers in March through May 2020.
Hobbies & interests – Direct – June-December highlights:
When following the March to May buyer segments, both the New and the Repeat Buyers spend was up from June to December.
Increases in AOV and purchase frequency also contributed to the growth.
Double-digit increases in active New and Repeat buyers was the driver of the growth though.
Retention rates were higher for more of the Repeat Buyer segments; whereas there was little change for New Buyers.
Gross revenue was up for all segments and categories in the Hobbies & Interests market.
Kids – Direct – March-May highlights:
Buyers, which drove revenue up over 2019 levels.
AOV declined for New Buyers but grew for Repeat Buyers.
Purchase frequency was up across the board.
Spend per household was up as a result of these changes.
New Buyers made up a higher proportion of the active 3-month households in the Kids market – with 14% growth in 2020.
Kids – Direct – June-December highlights:
When following the March to May buyer segments, both the New and the Repeat Buyers spend was also up in June to December.
An increase in AOV also contributed to the growth.
The double-digit increases in active New and Repeat buyers was the primary contributor of the growth though.
Retention rates were higher Repeat Buyers; whereas there was little change year-over-year for New Buyers.
Kids – Direct – March-May highlights:
Buyers, which drove revenue up over 2019 levels.
AOV declined for New Buyers but grew for Repeat Buyers.
Purchase frequency was up across the board.
Spend per household was up as a result of these changes.
New Buyers made up a higher proportion of the active 3-month households in the Kids market – with 14% growth in 2020.
Kids – Direct – June-December highlights:
When following the March to May buyer segments, both the New and the Repeat Buyers spend was also up in June to December.
An increase in AOV also contributed to the growth.
The double-digit increases in active New and Repeat buyers was the primary contributor of the growth though.
Retention rates were higher Repeat Buyers; whereas there was little change year-over-year for New Buyers.
Kids – Direct – March-May highlights:
Buyers, which drove revenue up over 2019 levels.
AOV declined for New Buyers but grew for Repeat Buyers.
Purchase frequency was up across the board.
Spend per household was up as a result of these changes.
New Buyers made up a higher proportion of the active 3-month households in the Kids market – with 14% growth in 2020.
Kids – Direct – June-December highlights:
When following the March to May buyer segments, both the New and the Repeat Buyers spend was also up in June to December.
An increase in AOV also contributed to the growth.
The double-digit increases in active New and Repeat buyers was the primary contributor of the growth though.
Retention rates were higher Repeat Buyers; whereas there was little change year-over-year for New Buyers.
Kids – Direct – March-May highlights:
Buyers, which drove revenue up over 2019 levels.
AOV declined for New Buyers but grew for Repeat Buyers.
Purchase frequency was up across the board.
Spend per household was up as a result of these changes.
New Buyers made up a higher proportion of the active 3-month households in the Kids market – with 14% growth in 2020.
Kids – Direct – June-December highlights:
When following the March to May buyer segments, both the New and the Repeat Buyers spend was also up in June to December.
An increase in AOV also contributed to the growth.
The double-digit increases in active New and Repeat buyers was the primary contributor of the growth though.
Retention rates were higher Repeat Buyers; whereas there was little change year-over-year for New Buyers.