People keep saying stationary retail is dead. But that’s not really the case. True to the motto »Transform or die!«, The role of branch locations is being redefined and promoted through innovative store concepts. Stationary businesses are no longer seen as just a sales instrument, but they are increasingly developing into service points.
The focus is therefore no longer solely on selling at any price, but to quench the thirst for information typical of the discovery phase and to arouse curiosity. For this, new branch concepts rely on a lot of technology and a small, frequently changing product range.
It is even desirable that customers come to the store, look at products there and try things out before they finally go back without having bought anything. The thought behind this? If the experience remains positive, the purchase will eventually be made through any channel.
All of this promises and enables a new concept, which is becoming more and more prevalent, especially in the United States: Retail as a service. What’s behind it, which success stories are paving the way, and why this approach for manufacturers and brands can be so attractive, will be clarified for you in this article.
Amazon wants to be more than the preferred middleman and is continuing to expand its dominance in online retail. A favourable position in the search results and the large amount of information about consumer behaviour, high-performance categories and products enable the tech giant to open up new opportunities on its own. So Amazon has recently added another private label to its portfolio.
According to TJI Research Amazon already has 141 brands of its own but the most famous is AmazonBasics. And now the online giant from Seattle is launching a new private label aimed at business customers: AmazonCommercial.
Has Amazon’s strategy changed with this step? What’s this new brand all about? Should retailers, manufacturers, and brands worry about this trend, or is this going to open up new opportunities? This is what our article is focusing on.
A few days ago we all looked into the sky. There was a partial lunar eclipse on 16 June, then a strawberry moon in July. The moon landing was just 50 years ago! That’s one small step for a man, one giant leap… Well you know the rest.
Since then, the internet has been bubbling with moon content. We’re taking this as an opportunity to use the reading tips today to make content recs and, just this once, to refer to videos and podcasts. We also want to draw connections between space travel and digitisation.
Influencers aren’t always pets. Or models. Even disheveled craftsmen in guild clothing or corporate bosses with critical opinions can have a great effect as brand ambassadors as long as their appearance on Facebook, Instagram or Youtube is embedded in a clever B2B marketing strategy.
B2B (business-to-business) is a huge area because it’s about nothing less than that manufacturers aren’t selling a product directly to an end customer, but first to a retailer or service provider who then processes it or markets it. How can successful B2B Influencer Marketing look?
How has B2B digitally matured? Are the days when digitising a business was understood as an online copy of the physical business or product catalogue now behind the industry? After all, to be successful in online reatil over the long term and to stand out from the competition requires far more than just a good shop system.
The growth potential for the B2B sector is undoubtedly enormous, but the same is true for its challenges. This is also confirmed by current studies »B2B E-Commerce Sector Report« by IFH Köln and »B2B E-Commerce Economic Index« by ECC Köln and Intellishop. The results paint a complicated picture.
Over the past few years, companies have steadily subjected themselves to digitalisation. Internal processes have been automated, collaboration tools have optimised workflows, and sales channels have been expanded by online shops and mobile apps. SEO, SEA, and social media have strengthened the brand image.
Digitalisation has become something common, even standard, among many businesses. This also implies that being digital is no distinguishing feature any more. Inevitably, the question is: What comes next? Accenture CTIO Paul Daugherty refers to this scenario as the »post-digital world«:
» A post-digital world doesn’t mean that digital is over. On the contrary, we’re posing a new question: as all organizations develop their digital competency, what will set YOU apart? «
Customisation through configurators, but also by means of cutting-edge technology like AI, AR, or 3-D printing is gathering pace.
Which companies manage to personalise their products and services, and which approaches are promising in this context?
Nowadays, everything imaginable can be bought and sold on the internet. Even groceries. Even fresh food. Despite the growing trend, online food sales in Germany does not appear to be growing. The country’s logistical challenges, its dense network of stores and its unwillingness to buy fresh produce remotely stagnate growth in this market.
But this doesn’t mean that there’s no movement or exciting developments. Never before have so many competitors existed, as a colourful panorama in neighbouring Switzerland shows. Traditional companies and new online players are coexisting. Who can make a breakthrough here and what factors must companies consider in order to compete in this challenging market?
Returning products could be called an »international pastime«. German online shoppers return the most often. A PostNord survey shows that more than half (53%) of German customers posted at least one return last year, followed by the Netherlands (52%) and France (45%).
The fact that customers have been able to exchange products by law within 14 days without giving any reason since 2000 has significantly contributed to the »misuse« of the customer-friendly right of withdrawal. According to researchers from the University of Bamberg, an estimated 280 million returns took place in Germany in 2018 (this means that 532 orders per minute will be returned).
Of course, this has its effects. Returns have become the biggest problem in e-commerce and it is inevitable to ask yourself: How can online retailers solve this problem? How do companies manage to minimise returns sustainably – not only in terms of the environment but also in terms of business success?
Expectant fathers were catching virtual monsters in the delivery room when their child was being born. That happened with Pokémon Go. The game that triggered a veritable boom in the summer of 2016 and led the path for AR and even VR to take off in gaming. Although the hype about virtual monsters has somewhat flattened, the technology behind it has not stopped evolving. Three years later, its promising its users impressive experiences.
There are products or services that are more often needed for a limited time only. So it’s not only more advantageous, but also more environmentally friendly, not to pay for the products per se, to own them forever, but to have access to them. That’s the sharing economy. Classic examples are cars, accommodation, or tools. And the list is growing.
As the »conscious consumption« social movement’s popularity increases, so does the need for users to constantly buy goods or services. This is especially noticeable among young consumers. But that doesn’t mean that they want to give up consumption completely, but that they’re making purchasing decisions more consciously. Brands are responding to this trend with various business models, such as second-hand or online rental services. The Otto Group and MediaMarkt from Germany have been paving the way for several years.
Today, we’ll explain to you with the help of further use cases, what is moving this young, dynamic market.