eBags has experienced strong growth since 1999 with a 33% CAGR and over 9 million items shipped, demonstrating a compelling business model with no debt financing and annual cash flow positivity since 2002. The company has established itself as a leading online retailer of bags and accessories through award-winning e-commerce expertise, innovative business strategies like drop-shipping and customer reviews, and a large consumer-preferred brand offering. While facing challenges from the economic recession, eBags is positioned for continued growth in the large and growing global luggage and bag market.
1. eBags is an online retailer specializing in bags and luggage. It sells over 30,000 products from 500 brands and has sold over 6.7 million bags.
2. eBags uses two supply chain models: a drop-ship model for 85% of orders and an inventory model for 15% of orders stored in a Texas warehouse.
3. eBags is considering expanding into the European market and footwear category but faces challenges with international expansion, developing footwear expertise, and managing multiple supply chains. Expanding carefully into these areas may provide new growth opportunities.
eBags Journey to Record Sales w/ Improved Performance & ScalabilityKeynote Mobile Testing
This document discusses eBags' journey to record sales during the 2011 holiday season through improved scalability and performance of their website. It describes how eBags tested and optimized their site ahead of major shopping days like Cyber Monday, resulting in sales increases of 45% on Cyber Monday and a record-breaking season overall. Press coverage highlighted eBags' success and how their technical preparations helped them handle high traffic.
This document discusses segmentation in supply chain management and provides recommendations for improving Amazon's supply chain operations in Europe. It summarizes that Amazon has expanded from an online bookstore to selling a wide variety of products worldwide through extensive warehousing and delivery networks. However, its European operations have some inefficiencies like repetitive inventory, higher prices, and unreliable cross-border logistics. The document recommends that Amazon adopt a centralized European operations management structure along with strategies like strategic order fulfillment and inventory distribution to reduce costs, managing shipping costs more effectively, and exploring offline retail options.
Revealing Design Treasures From The AmazonJared Spool
On its surface, Amazon.com just seems like a large e-commerce site, albeit a successful one. Its design isn't flashy, nor is it much to write home about. But deep within its pages are hidden secrets -- secrets that every designer should know about.
If one looks closely at what the team at Amazon has built, it's filled with innovative functionality and clever designs, all of which creates a delightful experience for its users and directly produces regular profits for its shareholders. But not all is perfect. Some design changes in the last few years have not been the success that the team had hoped for. Amazon's exceptional qualities and imperfections are critical knowledge for any designer that wants to dig deep into what makes the site tick.
In this entertaining presentation, Jared will share some of UIE's latest research into the hidden treasures of (the) Amazon.
You'll learn:
+ The simple Yes/No question that increased revenues by more than $1 billion
+ The elegant subtlety of Amazon's security system
+ Why Amazon's business model is more than meets the eye (and why designers need to care)
+ The wins and losses that Amazon has had with social media functionality
This document provides an overview of Amazon as an online retail company. It discusses Amazon's founding in 1995 selling books online and its expansion into other product categories. The document outlines Amazon's headquarters, history of acquisitions and international expansions, vision, mission and core values. It describes Amazon's current market position as the largest internet retailer and analyses its strengths, weaknesses, opportunities and threats. The document also discusses Amazon's business model, strategy, targeting, positioning and competition.
This is the final opportunity execution report for the online grocery store start up idea from team pune. link for high fidelity is also in the report.
Amazon Presentation - Consumer Behavior Ana Barrera
Amazon began in 1994 as an online bookstore founded by Jeff Bezos with a vision of building a digital "superstore" with an exhaustive selection that customers would value. Since then, Amazon has expanded into many other product categories and grown tremendously, becoming the world's largest online retailer. It derives its strengths from its cost leadership strategy, brand recognition, and superior logistics network. However, it also faces weaknesses like losing focus as it diversifies and operates on thin margins. Opportunities for growth include expanding payment services, private labels, product selection, and global footprint, though threats include data privacy concerns, legal challenges, and local competitors.
SIZzlE aims to solve the problem of online apparel shoppers struggling to choose the right size. Its technology would allow shoppers to enter their measurements once on SIZzlE.com and then receive size recommendations on any retailer website integrated with SIZzlE. This could reduce return rates and increase time spent shopping for retailers. For shoppers, it eliminates the hassle of deciphering sizing charts and risking incorrect sizes. If successful, SIZzlE could become a leading platform for online apparel shopping.
1. eBags is an online retailer specializing in bags and luggage. It sells over 30,000 products from 500 brands and has sold over 6.7 million bags.
2. eBags uses two supply chain models: a drop-ship model for 85% of orders and an inventory model for 15% of orders stored in a Texas warehouse.
3. eBags is considering expanding into the European market and footwear category but faces challenges with international expansion, developing footwear expertise, and managing multiple supply chains. Expanding carefully into these areas may provide new growth opportunities.
eBags Journey to Record Sales w/ Improved Performance & ScalabilityKeynote Mobile Testing
This document discusses eBags' journey to record sales during the 2011 holiday season through improved scalability and performance of their website. It describes how eBags tested and optimized their site ahead of major shopping days like Cyber Monday, resulting in sales increases of 45% on Cyber Monday and a record-breaking season overall. Press coverage highlighted eBags' success and how their technical preparations helped them handle high traffic.
This document discusses segmentation in supply chain management and provides recommendations for improving Amazon's supply chain operations in Europe. It summarizes that Amazon has expanded from an online bookstore to selling a wide variety of products worldwide through extensive warehousing and delivery networks. However, its European operations have some inefficiencies like repetitive inventory, higher prices, and unreliable cross-border logistics. The document recommends that Amazon adopt a centralized European operations management structure along with strategies like strategic order fulfillment and inventory distribution to reduce costs, managing shipping costs more effectively, and exploring offline retail options.
Revealing Design Treasures From The AmazonJared Spool
On its surface, Amazon.com just seems like a large e-commerce site, albeit a successful one. Its design isn't flashy, nor is it much to write home about. But deep within its pages are hidden secrets -- secrets that every designer should know about.
If one looks closely at what the team at Amazon has built, it's filled with innovative functionality and clever designs, all of which creates a delightful experience for its users and directly produces regular profits for its shareholders. But not all is perfect. Some design changes in the last few years have not been the success that the team had hoped for. Amazon's exceptional qualities and imperfections are critical knowledge for any designer that wants to dig deep into what makes the site tick.
In this entertaining presentation, Jared will share some of UIE's latest research into the hidden treasures of (the) Amazon.
You'll learn:
+ The simple Yes/No question that increased revenues by more than $1 billion
+ The elegant subtlety of Amazon's security system
+ Why Amazon's business model is more than meets the eye (and why designers need to care)
+ The wins and losses that Amazon has had with social media functionality
This document provides an overview of Amazon as an online retail company. It discusses Amazon's founding in 1995 selling books online and its expansion into other product categories. The document outlines Amazon's headquarters, history of acquisitions and international expansions, vision, mission and core values. It describes Amazon's current market position as the largest internet retailer and analyses its strengths, weaknesses, opportunities and threats. The document also discusses Amazon's business model, strategy, targeting, positioning and competition.
This is the final opportunity execution report for the online grocery store start up idea from team pune. link for high fidelity is also in the report.
Amazon Presentation - Consumer Behavior Ana Barrera
Amazon began in 1994 as an online bookstore founded by Jeff Bezos with a vision of building a digital "superstore" with an exhaustive selection that customers would value. Since then, Amazon has expanded into many other product categories and grown tremendously, becoming the world's largest online retailer. It derives its strengths from its cost leadership strategy, brand recognition, and superior logistics network. However, it also faces weaknesses like losing focus as it diversifies and operates on thin margins. Opportunities for growth include expanding payment services, private labels, product selection, and global footprint, though threats include data privacy concerns, legal challenges, and local competitors.
SIZzlE aims to solve the problem of online apparel shoppers struggling to choose the right size. Its technology would allow shoppers to enter their measurements once on SIZzlE.com and then receive size recommendations on any retailer website integrated with SIZzlE. This could reduce return rates and increase time spent shopping for retailers. For shoppers, it eliminates the hassle of deciphering sizing charts and risking incorrect sizes. If successful, SIZzlE could become a leading platform for online apparel shopping.
Amazon's inventory management strategy evolved over time as the company grew. Initially, Amazon relied on drop shipping from suppliers to avoid warehouse costs. As sales increased, Amazon built warehouses to directly manage inventory for popular items. This improved responsiveness and allowed aggregating orders. Later, Amazon outsourced some inventory to specialists but also sold competitors' products to increase selection without additional inventory costs. Amazon's scalable platform and customer data became strong competitive advantages in Internet retailing.
Amazon operates a large global supply chain network to support its e-commerce business. It has around 50 warehouses globally, including 20 in the US, to store and fulfill customer orders. Amazon uses a mix of in-house inventory and third-party suppliers to stock products. It aims to deliver most items within one day of ordering to stay competitive. Amazon's supply chain is designed for cost-effectiveness and responsiveness to meet high customer service levels and the wide range of customer demand.
As the popularity of shopping apps and showrooming rise, retailers continue to face unfamiliar challenges. But for those willing to venture into uncharted territory, the opportunities for success in the new retail landscape are huge. According to this latest parago research report, shoppers are more than eager to BOPIS (Buy Online, Pickup In Store), BISBO (Buy In Store, Buy Online) and adopt other desirable behaviors when presented with the right offers at the right time.
According to our findings:
• the top 2 reasons shoppers buy online are convenience and price
• 64% of shoppers already BOPIS
• 82% of shoppers would BOPIS for a $10 rebate on a $50 purchase
• 61% of shoppers would BISBO within 2 weeks if a $10 rebate doubles to $20 on a $35+ purchase
The document summarizes key findings from the 2015 UPS Pulse of the Online Shopper study. It finds that while satisfaction with online shopping is high, satisfaction is lower for shopping on smartphones and in stores. Consumers do research across multiple channels and are increasingly open to alternate delivery options. They also consider social media influences and free shipping options when making purchases.
Study of inventory management of amazon.comAnuj Sharma
Amazon adopted an innovative strategy of outsourcing its inventory management to third-party logistics providers in order to reduce costs and maximize efficiencies. This allowed Amazon to streamline its supply chain and fulfillment processes. While initially challenging, outsourcing proved successful in helping Amazon finally achieve profitability by reducing expenses related to warehousing and shipping goods. Expanding its product offerings to include other retailers' items also helped Amazon by giving customers more options on its site and increasing its revenues through additional sales and service fees.
Amazon is an online retailer founded in 1994 that has expanded globally and diversified its product offerings. It has pursued an aggressive growth strategy through acquisitions and international expansion. The document outlines Amazon's history, financial performance, strategies, and industry analysis to evaluate options for continued growth.
Amazon.com is the world's largest online retailer that started as an online bookstore. It has many strengths like a large customer base and efficient web browsing. However, it also has weaknesses such as a lack of business skills in all products. Opportunities for growth include more online shopping and increasing access to the internet. Threats include high competition and the possibility of higher taxes. The document analyzes Amazon using several matrices to develop strategies.
The document discusses Amazon's early business models and strategies. It describes how Amazon started as an online bookstore in 1995 and then expanded into other product categories like music and videos. It discusses Amazon's move to an online marketplace model in 2000 that allowed third-party sellers. The document also summarizes Jeff Bezos' solution in 1999 to focus on infrastructure services by leveraging Amazon's platform and capabilities to launch new businesses faster and at lower costs.
Amazon began in 1994 as an online bookstore and has since grown to become the largest online retailer in America. It operates 7 websites globally and offers over 20 million products. There are four primary drivers of Amazon's growth: product focus, customer focus, technology focus, and distribution focus. Amazon deals with fluctuating demand through a multi-tier inventory model that aggregates inventory and purchases low demand items in response to customer orders to reduce costs.
2018 Global Ecommerce Study - Summary ReportPitney Bowes
The 2018 Pitney Bowes Global Ecommerce Study is based on surveys of more than 13,000 consumers in 12 countries, combined with surveys of 650 retailers in the US, UK and Australia. The results of the report are intended to help guide retailers and marketplaces in their investment decisions and go-to-market strategies. The slides are divided into the results of the US domestic ecommerce (3-28) and those on the Cross-Border Ecommerce (29-43).
More information on our landing page on (https://www.pitneybowes.com/us/ecommerce-study.html), where you will find local contact persons, an interactive map as well as a press release summing up the core results of the study.
This survey studied 449 respondents who had purchased or considered purchasing products in category X in the past year. It found:
1) Price and convenience were the most important factors in outlet selection. Walmart was the top considered retailer but respondents were more likely to ultimately purchase from Target.
2) Those who bought from Walmart cited convenient location and best prices as the top reasons, while those choosing Target also valued styles available. Registry setup was more influential for choosing Babies R Us.
3) Reasons for not choosing Walmart included concerns about product quality, selection, and unhelpful personnel. Improving merchandising and communication could help address these issues.
This document provides an outline and overview of Amazon.com, Inc. It begins with a brief history of the company from its founding in 1994. It then discusses Amazon's current business segments and operations. The document performs both an external and internal analysis of Amazon, identifying opportunities, threats, strengths and weaknesses. It also includes industry financial ratios and proposes various strategic recommendations and matrices to analyze Amazon's position and potential strategies.
the new retail ecosystem From disrupted to disruptor - startup Ian Beckett
This document discusses strategies that retailers can use to adapt to disruption from companies like Amazon. It summarizes 6 key strategies: pricing, fulfillment, loyalty, assortment, innovation, and platform. For pricing, it discusses how retailers like Walmart are using dynamic pricing tools. For fulfillment, it emphasizes the importance of speedy delivery options like in-store pickup. For loyalty, it highlights how Amazon and Starbucks cultivate loyal customers. The document advocates for retailers to utilize physical stores not just as showrooms but as distribution centers to enable faster shipping.
- Amazon began in 1994 as an online bookstore founded by Jeff Bezos and has since expanded to sell various products online and become one of the largest online retailers in the world.
- Its mission is to be Earth's most customer-centric company and offer customers the lowest prices, wide selection, and convenience.
- Amazon faces competition from other online retailers like eBay and brick-and-mortar stores like Barnes & Noble but has maintained growth through expansion of product categories and acquisition of other companies.
Amazon was established in 1994 by Jeff Bezos and has since expanded into multiple product categories including books, movies, electronics and more. It has achieved success through relentless customer focus, innovation like the Kindle, and strategic acquisitions. Amazon continues to grow through new services like Amazon Prime, Amazon Web Services, and ventures into film production and grocery delivery. The company aims to be the preferred online shopping destination through expanding selection and convenience for customers.
What you need to know about Buy Online Pick-up In Store (BOPIS).
Major statistics about consumer preferences and performance of retailer's BOPIS Programs.
Are you omnichannel?
The document outlines an analysis of Amazon.com, including its history, current business segments, mission statements, internal and external audits identifying strengths, weaknesses, opportunities and threats, and competitive profiles. Goals for the next 3-4 years include launching an online gourmet food store, increasing marketing expenses to boost brand recognition, and promoting their new A9 search engine to compete with Yahoo and Google.
The document discusses Amazon's history, products, competitors, target market, and marketing strategy for home and kitchen appliances. It notes that Amazon was founded in 1994 and sells over 80 million products across various categories including books, movies, clothing, home goods, and more. Regarding home and kitchen appliances specifically, the document outlines Amazon's target market as mainly urban Indian consumers and discusses segmentation data, pricing, placement, and promotional strategies for these products.
Amazon.com - Company Analysis (OD & HRM)Nikhil Saraf
This document provides an overview of Amazon.com, Inc. including its business description, products and services, global presence, financials, competitors, and recent milestones. It also analyzes Jeff Bezos as the entrepreneur who founded Amazon and established its culture of metrics, low prices, and continuous innovation. The document discusses Amazon's shift to using software-based recommendations and its focus on proprietary technology and infrastructure to gain a competitive advantage.
2007 Annual Meeting of eBay ShareholdersPhil Wolff
The document discusses eBay's annual stockholders meeting in 2007. It notes that eBay's vision is to connect people through commerce via its marketplaces, payments, and communications platforms. As of Q1 2007, eBay had 233 million registered users globally and $14.3 billion in gross merchandise volume. The presentation outlines ways eBay plans to enhance its core businesses and grow beyond gross merchandise volume, such as through new formats, monetization models, and extending its offerings.
GDC '09: Creating Value for Video Game CompaniesMitch Lasky
The document discusses key factors that affect the valuation of video game companies, including:
1) The three main valuation events are raising private money, going public, and selling the company.
2) Valuation methods like discounted cash flow and comparable company analyses are important.
3) Strategic considerations like a company's market position, intellectual property, and growth potential significantly impact valuation.
Amazon's inventory management strategy evolved over time as the company grew. Initially, Amazon relied on drop shipping from suppliers to avoid warehouse costs. As sales increased, Amazon built warehouses to directly manage inventory for popular items. This improved responsiveness and allowed aggregating orders. Later, Amazon outsourced some inventory to specialists but also sold competitors' products to increase selection without additional inventory costs. Amazon's scalable platform and customer data became strong competitive advantages in Internet retailing.
Amazon operates a large global supply chain network to support its e-commerce business. It has around 50 warehouses globally, including 20 in the US, to store and fulfill customer orders. Amazon uses a mix of in-house inventory and third-party suppliers to stock products. It aims to deliver most items within one day of ordering to stay competitive. Amazon's supply chain is designed for cost-effectiveness and responsiveness to meet high customer service levels and the wide range of customer demand.
As the popularity of shopping apps and showrooming rise, retailers continue to face unfamiliar challenges. But for those willing to venture into uncharted territory, the opportunities for success in the new retail landscape are huge. According to this latest parago research report, shoppers are more than eager to BOPIS (Buy Online, Pickup In Store), BISBO (Buy In Store, Buy Online) and adopt other desirable behaviors when presented with the right offers at the right time.
According to our findings:
• the top 2 reasons shoppers buy online are convenience and price
• 64% of shoppers already BOPIS
• 82% of shoppers would BOPIS for a $10 rebate on a $50 purchase
• 61% of shoppers would BISBO within 2 weeks if a $10 rebate doubles to $20 on a $35+ purchase
The document summarizes key findings from the 2015 UPS Pulse of the Online Shopper study. It finds that while satisfaction with online shopping is high, satisfaction is lower for shopping on smartphones and in stores. Consumers do research across multiple channels and are increasingly open to alternate delivery options. They also consider social media influences and free shipping options when making purchases.
Study of inventory management of amazon.comAnuj Sharma
Amazon adopted an innovative strategy of outsourcing its inventory management to third-party logistics providers in order to reduce costs and maximize efficiencies. This allowed Amazon to streamline its supply chain and fulfillment processes. While initially challenging, outsourcing proved successful in helping Amazon finally achieve profitability by reducing expenses related to warehousing and shipping goods. Expanding its product offerings to include other retailers' items also helped Amazon by giving customers more options on its site and increasing its revenues through additional sales and service fees.
Amazon is an online retailer founded in 1994 that has expanded globally and diversified its product offerings. It has pursued an aggressive growth strategy through acquisitions and international expansion. The document outlines Amazon's history, financial performance, strategies, and industry analysis to evaluate options for continued growth.
Amazon.com is the world's largest online retailer that started as an online bookstore. It has many strengths like a large customer base and efficient web browsing. However, it also has weaknesses such as a lack of business skills in all products. Opportunities for growth include more online shopping and increasing access to the internet. Threats include high competition and the possibility of higher taxes. The document analyzes Amazon using several matrices to develop strategies.
The document discusses Amazon's early business models and strategies. It describes how Amazon started as an online bookstore in 1995 and then expanded into other product categories like music and videos. It discusses Amazon's move to an online marketplace model in 2000 that allowed third-party sellers. The document also summarizes Jeff Bezos' solution in 1999 to focus on infrastructure services by leveraging Amazon's platform and capabilities to launch new businesses faster and at lower costs.
Amazon began in 1994 as an online bookstore and has since grown to become the largest online retailer in America. It operates 7 websites globally and offers over 20 million products. There are four primary drivers of Amazon's growth: product focus, customer focus, technology focus, and distribution focus. Amazon deals with fluctuating demand through a multi-tier inventory model that aggregates inventory and purchases low demand items in response to customer orders to reduce costs.
2018 Global Ecommerce Study - Summary ReportPitney Bowes
The 2018 Pitney Bowes Global Ecommerce Study is based on surveys of more than 13,000 consumers in 12 countries, combined with surveys of 650 retailers in the US, UK and Australia. The results of the report are intended to help guide retailers and marketplaces in their investment decisions and go-to-market strategies. The slides are divided into the results of the US domestic ecommerce (3-28) and those on the Cross-Border Ecommerce (29-43).
More information on our landing page on (https://www.pitneybowes.com/us/ecommerce-study.html), where you will find local contact persons, an interactive map as well as a press release summing up the core results of the study.
This survey studied 449 respondents who had purchased or considered purchasing products in category X in the past year. It found:
1) Price and convenience were the most important factors in outlet selection. Walmart was the top considered retailer but respondents were more likely to ultimately purchase from Target.
2) Those who bought from Walmart cited convenient location and best prices as the top reasons, while those choosing Target also valued styles available. Registry setup was more influential for choosing Babies R Us.
3) Reasons for not choosing Walmart included concerns about product quality, selection, and unhelpful personnel. Improving merchandising and communication could help address these issues.
This document provides an outline and overview of Amazon.com, Inc. It begins with a brief history of the company from its founding in 1994. It then discusses Amazon's current business segments and operations. The document performs both an external and internal analysis of Amazon, identifying opportunities, threats, strengths and weaknesses. It also includes industry financial ratios and proposes various strategic recommendations and matrices to analyze Amazon's position and potential strategies.
the new retail ecosystem From disrupted to disruptor - startup Ian Beckett
This document discusses strategies that retailers can use to adapt to disruption from companies like Amazon. It summarizes 6 key strategies: pricing, fulfillment, loyalty, assortment, innovation, and platform. For pricing, it discusses how retailers like Walmart are using dynamic pricing tools. For fulfillment, it emphasizes the importance of speedy delivery options like in-store pickup. For loyalty, it highlights how Amazon and Starbucks cultivate loyal customers. The document advocates for retailers to utilize physical stores not just as showrooms but as distribution centers to enable faster shipping.
- Amazon began in 1994 as an online bookstore founded by Jeff Bezos and has since expanded to sell various products online and become one of the largest online retailers in the world.
- Its mission is to be Earth's most customer-centric company and offer customers the lowest prices, wide selection, and convenience.
- Amazon faces competition from other online retailers like eBay and brick-and-mortar stores like Barnes & Noble but has maintained growth through expansion of product categories and acquisition of other companies.
Amazon was established in 1994 by Jeff Bezos and has since expanded into multiple product categories including books, movies, electronics and more. It has achieved success through relentless customer focus, innovation like the Kindle, and strategic acquisitions. Amazon continues to grow through new services like Amazon Prime, Amazon Web Services, and ventures into film production and grocery delivery. The company aims to be the preferred online shopping destination through expanding selection and convenience for customers.
What you need to know about Buy Online Pick-up In Store (BOPIS).
Major statistics about consumer preferences and performance of retailer's BOPIS Programs.
Are you omnichannel?
The document outlines an analysis of Amazon.com, including its history, current business segments, mission statements, internal and external audits identifying strengths, weaknesses, opportunities and threats, and competitive profiles. Goals for the next 3-4 years include launching an online gourmet food store, increasing marketing expenses to boost brand recognition, and promoting their new A9 search engine to compete with Yahoo and Google.
The document discusses Amazon's history, products, competitors, target market, and marketing strategy for home and kitchen appliances. It notes that Amazon was founded in 1994 and sells over 80 million products across various categories including books, movies, clothing, home goods, and more. Regarding home and kitchen appliances specifically, the document outlines Amazon's target market as mainly urban Indian consumers and discusses segmentation data, pricing, placement, and promotional strategies for these products.
Amazon.com - Company Analysis (OD & HRM)Nikhil Saraf
This document provides an overview of Amazon.com, Inc. including its business description, products and services, global presence, financials, competitors, and recent milestones. It also analyzes Jeff Bezos as the entrepreneur who founded Amazon and established its culture of metrics, low prices, and continuous innovation. The document discusses Amazon's shift to using software-based recommendations and its focus on proprietary technology and infrastructure to gain a competitive advantage.
2007 Annual Meeting of eBay ShareholdersPhil Wolff
The document discusses eBay's annual stockholders meeting in 2007. It notes that eBay's vision is to connect people through commerce via its marketplaces, payments, and communications platforms. As of Q1 2007, eBay had 233 million registered users globally and $14.3 billion in gross merchandise volume. The presentation outlines ways eBay plans to enhance its core businesses and grow beyond gross merchandise volume, such as through new formats, monetization models, and extending its offerings.
GDC '09: Creating Value for Video Game CompaniesMitch Lasky
The document discusses key factors that affect the valuation of video game companies, including:
1) The three main valuation events are raising private money, going public, and selling the company.
2) Valuation methods like discounted cash flow and comparable company analyses are important.
3) Strategic considerations like a company's market position, intellectual property, and growth potential significantly impact valuation.
From Retail to Wetail: the future of retail communicationAlessandro Panella
The retail landscape has changed dramatically over the last 10 years. New technologies have forced retailers to rethink their business models and the way they will engage with consumers and shoppers in the future.
“I think that a lot of retailers are facing up to the fact that the world is omni-channel or multichannel. The point is that retailers have to realize that they need to engage with shoppers whenever and wherever those shoppers are thinking about purchasing.” says Bryan Roberts from Kantar Retail in the latest Brand Z report about the most valuable Retailer Brands in 2012.
During that period of time we’ve seen a pure-play e-commerce retailer, Amazon, become the most valuable retailer brand in the world. The role of the physical store has changed – moving away from merchandising products to offering unique brand experiences. To put it in the words of Vittorio Radice, CEO of leading Italian department store La Rinascente, “We want to be the place where we know that the people shopping there are not actually shopping for products, they‘re shopping for an experience.”
This transformation is happening everywhere. Discounters have recognized the need to reinvent themselves and provide better quality and service instead of just cheap prices as evidenced by the move of Aldi Süd in Germany who is planning to grow the share of branded products in its assortment to as much as 25%. Shoppers should no longer be called shoppers if one thinks about the traditional definition: “One who visits stores in search of merchandise or bargains.” The times when people were searching for just merchandise or bargains are gone. The explosion of social media and the many possible brand interactions have created a new breed of shoppers. These people want to have a say in what is sold, they join forces to gain better prices and are more than happy to share their experiences if they feel listened to.
So how do retail brands strive in such an environment? How will they engage with the new breed of shoppers? What does the future of retail communication look like? These are just some of the questions we will raise in this study and we hope that you’ll find the answers interesting.
The document outlines an agenda for an eBay investor presentation. It includes presentations by eBay executives on eBay Marketplaces, PayPal, and Skype. The forward-looking statement section notes that actual results may differ from projections due to various risks and uncertainties.
The document describes Qeep, a mobile social entertainment application. It discusses how Qeep provides an integrated suite of services like messaging, photo blogging, and multiplayer games to entertain users on the go. The application has over 1.5 million active users and delivered over 210 million page impressions in April 2009. Qeep aims to build a profitable business model by the end of 2009 through advertising sales and the introduction of paid skill gaming and digital item sales.
Innovation Some Holistic Thoughts Colin Gordon Glanbia Consumer FoodsNenad Severin
Colin Gordon discusses some holistic thoughts on innovation. He notes that innovation is necessary as consumers and the trade are constantly changing. Innovation is about change, the future, and being dynamic. Gordon discusses challenges with product innovation including long timelines and high failure rates of new products. He emphasizes investing in a variety of innovation initiatives with different risk levels. Gordon also stresses the importance of innovating business models, communications, ideas, and ensuring innovation impacts all business functions.
Sony BMG was looking to enter the market with a differentiated
service that was unlike any other competitor offering.
•The approach taken by Mooga was seen as ground breaking and
market leading
•Mooga is currently connected in Argentina and being connected
in other four South American countries
•This is the first mobile music portal with intelligence in the
market.
eCommerce class assignment.
Our team analyzed Jessops current situation and key issues and developed a complete strategy assessing the multichannel retailer.
We understood the interaction of channels from a customer perspective, along with the operational implications on the retailer. In addition, we tracked and measure eCommerce effectiveness.
I did tried to contact the brand to present our core ideas but it didn't work.
http://marthatolosa.com/2011/07/06/how-far-this-post-can-go/
[jun 2011]
eCommerce Essentials - Professor: Ian Jindal
Master of Digital Marketing - HULT London
The document summarizes eBay's annual stockholder meeting presentation. It discusses eBay's significant revenue growth in recent years, with revenues reaching $7.7 billion in 2007. It also highlights the growth of PayPal, which had over 141 million active users in 2007 and $47 billion in total payment volume. Additionally, it summarizes Skype's growth since being acquired by eBay, with 276 million users and over 100 billion minutes of calls by the end of 2007.
This document provides a business report for a company that created a stack of pocket-sized, detachable cards called WHATIF to introduce people to their local area in a fun, interactive way. It describes the team members, product and service, competition, what makes WHATIF unique, customer segments and market research, key activities and partners, branding strategy, legal considerations, profit and loss statement, challenges, and conclusion. The report evaluates the company's first iteration and what they learned.
This document provides a business report for a company that created a stack of pocket-sized, detachable cards called WHATIF to introduce people to their local area in a fun, interactive way. It describes the team members, product and service, competition, what makes WHATIF unique, customer segments, market research, key activities and partners, branding strategy, legal considerations, profit and loss statement, challenges, and conclusion. The report evaluates WHATIF's success in obtaining feedback, public engagement, and a partnership, and identifies lessons learned around time management and defining team roles earlier.
This document summarizes Best Buy's strategy for international expansion. It discusses Best Buy's differentiation in international markets through services and solutions. It then outlines Best Buy's strategies and progress in Canada, China, and Mexico. Best Buy is optimizing its dual-brand strategy in Canada and growing market share. In China, Best Buy is moving into a growth phase and expects its Shanghai store to break even in the first year. Best Buy is also entering the Mexican market and using a Global Prioritization Index to guide its expansion plans.
This document contains the transcript of a presentation discussing PayPal's business. It states that the presentation may contain forward-looking statements about Q3 2009 performance and future growth that involve risks and uncertainties. Actual results could differ for various reasons, including global economic conditions, foreign exchange rates, acquisitions, divestitures, competition, managing a large diverse business, regulatory risks, technology upgrades, and litigation risks. More information on risk factors is in eBay's annual and quarterly SEC filings. All information is as of July 22, 2009.
ShopperGuage, is a state-of-art shopper in-store monitoring system that can tell you what works and why. Or why not. Finally, retailers and manufacturers can measure REAL shopper behavior. So they can take action in real time, to improve their in-store performance.
The slides I used for my talk at NYU for SalesSchool on 5 April 2011. The subject was designing VC pitch presentations for an audience of startup entrepreneurs. Some of the slides do not stand very well on their own, SalesCrunch will soon start publishing audio and video fragments on their web site.
This document provides a business plan for a proposed big box sporting goods retailer. The summary includes:
1) The retailer will be a large format store of 40,000 square feet selling brand name sporting goods products at low prices to target customers ages 25-44 making $30,000-$60,000 annually.
2) Key success factors are establishing supplier relationships for brand name merchandise, effective inventory management, and selecting optimal retail locations.
3) Financial projections estimate peak cash needs of $3.3 million in 2 years and $7.5 million in 7 years, with an expected 10-year internal rate of return of 37.5% and cash on cash return of 4.8x.
Webinar-Daily Deals and Mobile-Engagement ExplainedWaterfall Mobile
In this webinar, from the Msgme Industry Insights series, we unpack the daily deals business completely and reveal why ongoing, interactive engagement is the key to success.
Engaging End Users (There are More Than You Think)Aaron Magness
Clearly Contacts provides concise summaries of 3 sentences or less:
Clearly Contacts discusses the importance of engagement with employees, customers, and community. The company emphasizes empowering employees and aligning values. Strong customer engagement comes from a positive experience and word-of-mouth promotion on social media. Clearly Contacts also discusses giving back through charitable initiatives to engage the community.
The document provides information and strategies for advanced selling on eBay. It discusses structuring a business on eBay by finding the right items to sell and outperforming competitors. It emphasizes thinking like the buyer by developing effective listings, promotions, customer support and pricing. The document also recommends tools to help scale the business, such as listing management software and selling internationally and off eBay. Finally, it suggests attending free consultations and education resources to improve listings and seller scalability.
New Balance is a US-based company founded by William J. Riley that aims to be a leading manufacturer of athletic products. It has an 11.6% market share in the US and focuses on quality and technological innovation in its products. New Balance differentiates itself from competitors like Nike and Adidas through superior quality, multiple width options, and mid-price range products. It uses various marketing strategies like partnerships, branding, and product line extensions to grow in the competitive athletic shoe market.
3. Big Picture
Compelling Business Model
.
• 33% CAGR between 2000 and December 2007 (after original rapid growth)
• 9.2M items shipped since inception
• 80% direct ship from manufacturer; 21 inventory turns per year
Good
• No capital raised since ‘99; no debt Balance
Sheet
• Negative cash conversion cycle (-10 to -25 days) financed growth
• Cash flow positive annually from 2002 onward
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4. Big Picture
Award Winning e-Commerce Expertise
.
• National website of the year 2001, 2002, 2004, 2006, 2007
(Multi Channel Merchant … among 200 to 400 e-retailers)
Extendable Platform .
• Run partner sites (and customer care) for Tumi, Case Logic
• Integrated footwear site (sold site three years later)
• Operating Tumi in Europe and Japan
Blended Product Model .
• Branded products: 93% of revenues
• Private Label products: 7% of revenues, #1 brand, growing fast
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5. Big Picture
Major Innovations .
• One of first five retailers to solicit customer reviews, starting 1999
• Pioneered drop-ship (wide selection) model within bag industry
Blended Distribution Model .
• Drop-ship from 500 supplier warehouses
• Distribute “inventoried products” through one 3PL in Texas
Experienced Leadership .
• Management: Samsonite, Case Logic
• Investors: Benchmark, TCV, angels from Goldman Sachs, Merrill Lynch
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6. Large Global Market
• $22B USA market (see below)
• $25B European market (estimate)
• $14B Japanese market (estimate, $10B handbags in 2007)
• $61B+
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7. USA Competitive Position for eBags
wide selection
of bags
eBags distribution partner
eBags: ultimate bag specialist
NEW eBags distribution partner
with widest selection and
highest level of expertise
eBags distribution partner
specializes
sells all
in bags
products
limited selection
of bags 7
8. Compelling Business Model
eBags
Bag Retail
.
.
• Inventory 2.0 turns 21.0 turns
• Brands 50 550
• Designers Few Many (discovery)
• IMU 38% to 55% 55%
• Cash Conversion Rate +90 days with terms Negative 10 to 25 days
• Financials 500+ closings (US)
200+ (.de) since 9/11
1800Luggage BNKRPT
LuggageGiant BNKRPT
Bag-N-Baggage BNKRPT
-- May 2008
• Customer’s Voice No 1.5M reviews
• Big box retailers No (eBags)
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13. Little Things Matter
Video tab (125 videos)
• throughout site, too
Auto-fill search
Similar items, easy
comparisons
Live chat
1.5M reviews
• 20% response rate
Free returns
Colors
Advanced zoom
• With multiple pictures
Behavioral targeting
Predictive arrival
Up to 7 photos per
item
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14. Monitor Popular Activities
See Similar Items, Add to Comparison Chart, Tell a Friend, Zoom
86 clicks on Komen
• Six hours of activity
– Click activity shows recent
changes to key navigation
elements are popular
• Mega picture 682 clicks
• Zoom 549 clicks
• Add to cart 381 clicks
• See similar items 363 clicks
• Add to comp chrt 337 clicks
• Tell a friend 35 clicks
– We want to encourage
this more by tying in
rewards program
33 clicks on
the 6 BT
placements
180 clicks
57 clicks on
40 clicks
JanSport’s logo 14