1. Background
Carousell, the fastest growing mobile-first consumer-to-consumer (C2C) marketplaces launched in 2012, is currently one of the largest in Southeast Asia. The application allow sellers to simply take a photo and list an item for sale in less than 30 seconds and buyers to purchase items by chatting with sellers via an in-built private chat messenger. It makes buying and selling accessible and simple for the growing global smartphone generation worldwide. With the support from National University of Singapore (NUS) Enterprise and Action Community for Entrepreneurship (ACE) Start-ups Grant, together with the leading international venture capitalists, Sequoia Capital, Rakuten, 500 Startups, golden gate ventures and QuestVC, Carousell has won at startup weekend 2012 (MEDIA
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This gave a strong branding to the company image because Carousell is not just an application but it serves as a platform. It gives the co-founders the flexibility to be creative. As the team believed that design is no longer an afterthought, but a competitive advantage (TAM, Michelle, 2014), they create different kinds of solutions with partners to benefit the users, and to innovate the selling process simplistic such that listings can be created with just less than a minute, which makes Carousell differentiate from others competitors. The simplistic selling process created, attracted Singapore Press Holdings (SPH) Magazines. Carousell established partnership with SPH in 2013, which is a large local media property to launch SheShops Marketplace especially for women. The objectives are to reach out to the combined audience of potential buyers across both marketplaces and increase the probability of successful transactions (IMMEDIATE RELEASE,
The company had to be the second largest retailer shop in the US; it has many advantages that come along. The customers well acknowledge the company and its brand have been well established.
Circuit City has competition at local markets—traditional electronic retailers as well as Internet-only players, including catalogers and national distributors. To expand upon its national reputation as a leading high-service, low-price retailer, Circuit City wanted a site that would leverage its national store presence. To do this, the site needed to seamlessly integrate its retail shops with a powerful e-Superstore that could provide quality service online while providing advantages of “express pickup” from nearby stores. The web strategy would then be tightly interlinked and interdependent with Circuit City’s core retailing business, helping drive more revenue to local stores while maximizing the company’s national and international web presence.
Sephora has started its digital presence in the year 1999 with the launch of its website, “Sephora.com” and pioneered in the digital and beauty retail business. With around 3 million visitors per month to its website, Sephora has not put a single step wrong in its marketing strategy. The introduction of Sephora Beauty Insider program in 2007 followed by the Customer Relationship Management programs, the number of online customers have been exploded in multi-fold across Sephora’s online channels. Although Sephora was known for its in-store experience, the shear increase in the number of customers on its online portals had almost blacked out the online system in the holiday season of 2014. This led many of its Asian loyal customers
The shopping online, which is also mobile-adapted, is an invitation and inspiration to visit physical stores. It increases H&M’s service to consumers making more accessible the total amount of goods (Li and Frydrychowska, 2008). This type of sales is growing also because of social media development; in fact social media are essential communication channels when companies want to expand. H&M is one of the leading companies on Facebook, Twitter and YouTube (H&M, 2014; Passport, 2012).
Kiril wants to develop a tool for bigskinny.net asking customers some questions regarding to lifestyle and aesthetic questions. This tool’s intent is to help customers choose wallets, yet it will take longer for customers to buy a wallet, which may cause them to be impatient and lead to not buying wallets.
H&M is the world’s second largest retailer, only behind its main rival Zara of Inditex (Petro, 2012). The company currently has 3006 stores in 53 countries. The company does not own any factories. H&M outsources production to network of 800 independent suppliers; 75% in Asia and 25% in Europe. In order to increase the efficiency and productivity of its supply chain, the company strategically locates its network of 20 to 30 production offices close to its suppliers. According to Stockholm Newsroom, the pretax profit of the company for the month of June to August of 2013 is $907 million, which indicates an 11 rise in turnover (Pollard, 2013). The company continuous development plan facilitates its goal for both brick and mortar, and online stores expansion worldwide. The target segments for H&M, a category specialist store, are trendsetters and fashion/money conscious males and females ranging from 16 to 40 years old with income ranging $15,000 to $60,000 annually.
Top brands are also using the mobile platform to get in touch with their customers directly. These apps not only serve the purpose of mobile shopping, but also provide cross-channel engagement for customer loyalty. Now a mobile app can make it simple for customers, to keep a track of their points and update them with offers, and discounts the moment they walk into a physical store. Fashion brands are leveraging on mobile apps to increase the brand 's presence among consumers, smartphones make this process faster and easier.
Retailers must shift from a linear marketing approach of one-way communication to a value exchange model in which there is a two-way mutual dialogue and benefit-sharing between provider and consumer. Exchanges are more non-linear, free flowing and both one-tomany or one-on-one. The spread of information and awareness can occur across numerous channels such as the YouTube, Face book, Instagram, Snap chat, Twitter and a wide variety of other platforms. Online communities and social networks allow individuals to easily become creators of their own content and publicly publish their opinions, experiences, thoughts and feelings about many topics and products, hyper-accelerating the diffusion of information.
To save some time shopping in market, people prefer things come at their door steps. That’s is why online shopping trend is getting at full throttle. In spite going to market and finding the right thing, people are now Googling a few queries and they get the right thing in right price, which in return gives them good thing at better price and hours they would go shopping are now saved. Figures from the Organization for Economic Co-operation and Development (OECD), in 2007, show that six out of ten British adults use the internet to buy products such as food, clothing, music or holidays [1]. But that was in 2007, figures have grown much more than that.
This comfort zone allows the consumer to customise their experience within the business, for example, with the “4 P’s” (Kucuk, SU, Krishnamurthy, S, 2007, pp52), the consumer will be able to have access to customise their desired product, the internet provides a “costless exchange of information” (Kucuk, SU, Krishnamurthy, S, 2007, pp53), as well as have the ability to compare products and services in hope to find a lower alternative, online access allows consumers to purchase items wherever they are located from the use of a computer, laptop or mobile phone, promotional emails are also a extremely popular way of receiving information about the product and sales also at the convince of their mobile phones. These factors benefit the experience of the consumer by providing convince and expertise to the
Customers mainly browse through their required products online, make decisions on any specific item, and clearly make a deal with the retailer silently, without even making anybody aware of its prospects and whereabouts. This is totally different with the experience that they have while buying an item from offline retail stores, where they would get sales representatives is they have any query about anything as such. In fact, the shopper can get through real interactions only when there encounters a problem right after the sale. Hence, following the new trends, the online markets are looking forward to providing real-time business interactions with their customers. Therefore, live chat features are being installed in the website or app itself to improve the shopping
Apple proposes a new e-commerce system that uses a mobile phone to deliver targeted ads to users based on what they can actually afford. This new patent comes on the heels of another recent in-development project for creating and tracking ads and the Apple users who look at them based on social media content that goes viral. Apple describes its new ad format as having one key improvement over regular mobile advertising. An advantage of such targeted advertising is that only advertisements for goods and services which particular users can afford, are delivered to these users.
Inspired by the sale of mini 4WD Racer, in order to get closer to customers, Toyshop should change itself from a shop to “a fun place to play and buy toys”. To be more specific, department for customer activity program should be set. Customer activity program department should organize available competitions and other interactive activities, which are associated with the product on sale for the customers. Furthermore, they also should design play zones for every retailer shop to encourage customer
E- Commmerce dates back three decades in 1979 when Michael Aldridge invented online shopping. Following t...