The e-commerce branch encompasses all digital business traffic and is a branch for the future. Big players, such as Amazon, eBay or Alibaba are leading the way: if you want to sell products in the internet successfully, you need more than just a pretty online shop.
Progress is not stopping for B2B companies either, quite the opposite: the digital transformation is increasingly putting pressure on B2B companies to address the topic of e-commerce and online sales. In this context, e-commerce is not limited purely to sales, but also includes the customer journey, which begins with the marketing of a product and continues after the completion of a transaction.
Thinking about emotion in e-commerce, it is easy to get caught up in clichés: Happiness and the mood for shopping always appear to go hand in hand. This may be true for usability and the user experience, however, looking at the emotions which make us reach for our (virtual) credit cards, it seems they are not always positive (quite the contrary).
The ‘wheel of emotions’ by American psychologist Robert Plutchik shows that orientation around positive feelings falls short of the mark, because they constitute just a small part of our emotional states.
Marketing campaigns, such as “miserliness is marvellous,” have long since recognised that it is not always positive feelings which drive us.
For instance, it is the fear of losing a new pair of glasses which advices us to take out an insurance policy for them. Anger over exploitation and chemical additives in clothing material leads us to buy sustainably. Jealousy, or the need to keep up, can be a trigger to buy high-end products.
An interesting approach will take the complete width of human emotions into account, and thereby achieve new forms of customer approach. Selectively raising an issue and offering a solution can also make use of negativity. When the client gets the feeling that their problems are taken seriously and solutions are being offered, this leads back to positive emotions.
Topics such as emotional customer approaches will be dealt with at our Handelskraft E-Commerce Breakfast taking place in eight cities in Germany and Switzerland this year.
We are a long term Magento partner and don’t want to keep our opinion about the ‘scandal lecture’ to ourselves. Jochen G. Fuchs (as editor), Roman Zenner (as consultant and Magneto expert) and Tobias Zander (as developer) have already referred to it.
While another device with only one function now exists with Amazon Dash, one will disappear from the market: the Nike FuelBand. For the time being it will still be sold, but it won’t be developed further. Nike see their future as being in the software branch. That is why 55 of the 70 strong hardware team was let go. That it came to this is not surprising, after all, pressure from the competition in the area of wearables is growing dramatically. On the one hand, there are much more extensive complete solutions for the target group from the hardware and software products of runtastic. More sports and more devices, right up to intelligent weighing scales; Nike can’t keep up without a lot of effort.
Gary Vaynerchuk, entrepreneur and social media expert is stunned: 99 percent of marketers still run marketing and advertising as though it were 2004 not 2014 – via print, TV, radio, or billboards.
He summarised what is catastrophic about this in the slideshare presentation below. Traditional channels are not half as valuable as they used to be. People waiting for the bus don’t look at billboards anymore; they look at their smart phones. E-mails are the plague of western civilisation and thanks to google, have finally disappeared into the inbox’s very last drawers.
Amazon CEO Jeff Bezos is known for being a busy man. Recently titled the worst boss in the world, he is having a rocket for space built, amongst other things and is investing 42 Million dollars in a giant clock in the middle of a mountain in Texas, among other things. He is also having researchers look for the Apollo 11 rocket on the floor of the Atlantic. In his spare time he is restructuring the Washington Post, which he bought with his private fortune.
Obviously the money for all this expensive fun has to come from somewhere. Why else make for face available as a model for crash test dummies?
In the long run, digital trade is heading towards saturation point. The aging population is spending ever more money on real estate, groceries, mobility and health while young people have to budget with tight resources.
A factor which often goes unnoticed is the complete dissemination of the internet in every age group and class. The proportion of potential new customers sinks with this and is already the customer group with the strongest growth. Once this is tapped, the cake will be divided. Those who wish to grow have to take away a market share from the competition or go international.
New growth drivers are being urgently searched for. There is also more being invested in marketing. SEO and purchased SEA traffic could provide new customers in the short term.
The attraction of the prices could also provide compensation. However, this requires an emotional customer approach, which puts the price in the background. Creating a corresponding trademark and building up trust with it requires lots time and also hides some pitfalls.
Another way is via process optimisation. A sleeker business structure and process chains optimised through big data helps to stay a step ahead of the competition. However, these also cost a lot of time and effort, because business internal structures have to be broken down in most cases and experts in this area are rare.
This excerpt on the future of trade comes from our trend compass Handelskaft 2014, which can be downloaded free of charge from our website (language format: German only). The trend book is also available in high quality print format. Those interested in >>Handelskraft 2014<< or in further information and advice are welcome to contact us!
Steve Jobs was wrong – despite smartphone shopping, PCs are still here. Search and purchase decisions are increasingly happening via mobile. However, conversion via smartphone has not risen significantly. Reasons surely include old habits and a lack of trust in payment finalisation via smartphone. Perhaps a lot of people shop from they workstation while are they are work. “certainly not always to the edification of their bosses.”
Because of the heightened use of mobile end devices, one could think that desk top computers have become unattractive in the mean-time. “Missed by a mile.” Smartphones and tablets complete the shopper’s online search. Up to now, the steady conversion rate has not translated into less time on desktop computers. Mobile devices are deployed more strongly for research, while the purchase is finalised on the desktop computer.
Google has now taken on this new challenge. The customer’s surfer behaviour on different devices is supported to be displayed with “Universal Analytics”. Marketers can spread their campaigns better and address the customer exactly according to their needs. The dotSource-Mobile-Commerce-Whitepaper also goes into detail on how wish lists and other functions can be used to move the customer towards order finalisation.
“Next please!” wants Roman Zenner in the current heated debate on e-commerce innovation, also in relation to shop systems. I just have the feeling that this was also addressed to me. Alexander Ringsdorff, Andi Unger, and Björn Schotte have already taken part. Jochen Krisch deals with this topic regularly.
The community has now focused on the topic of gender in current e-commerce debates. While the topic “Men are from Mars, Women are from Venus” has lost none of its appeal, a subject seemingly long laid ad acta – the aging population – has been forgotten.
Many companies spend far too little on customer service. An infographic from ClickSoftware shows why this is dangerous. Companies in the USA lose approximately 83 billion US dollars annually, because customers change providers or cancel their purchase. The reasons:
For 63 percent of customers, the service experienced is more important than the price when they are deciding for, or against, repurchase.
88 percent would definitely change if they were dissatisfied with the service