WebProNews

Category: Retail & eCommerce

eCommerce, Online Retail & Retail News

  • Finery: A Hot Startup That Seeks To Be the Digital Wardrobe for Women

    Finery: A Hot Startup That Seeks To Be the Digital Wardrobe for Women

    Over 80% of the clothes women aren’t wearing is worth half a trillion dollars in the US according to Finery founder and CEO Whitney Casey. Finery, which was just listed in CNBC’s Upstart 100 list of promising young startups, keeps track of all your clothing purchases and creates a digital wardrobe and then helps style you in the clothes you already own.

    Whitney Casey, founder, and CEO of Finery discussed her company’s service and business model in a recent interview:

    Finery is a Digital Wardrobe

    Finery is a digital wardrobe. What we do is we find all of your purchases, from your e-receipts, from your browser history, from attaching your accounts, and then we instantly upload all of those items into a virtual closet so you can see everything you own. We have a bunch of tools on the site that can help you add items easily. You Google anything, you find the image, you push the little ‘F’ browser button and it uploads to your closet. That’s our tech. We go back ten years into your purchase history to find and call all those receipts and put it into this closet for you. The bigger picture of this is really about data and that’s the ethos that this company is built off of.

    We let you also take your account and upload your accounts such as Neiman Marcus, Target, or whatever. The data is really important and when we talk about data we tell women that we really think that your data should be working for you. It should not be working for Facebook. Women are the consumers with 85 percent of the consumer goods purchased by women. Yet, 91 percent of women say they don’t feel like advertisers or anyone really understand them.

    Why Do Women Need Finery?

    What’s great is we style you. A woman will spend eight years of her life shopping and two years getting dressed, we’re shaving the time off that. We also give you a return receipt. So think about this, you buy something and you have seven days left so you can no longer return, you need to know that so we ping you. Hey, it’s raining outside, here are five things you can wear from your closet. Hey, it’s Sunday, you have four interviews this week so here are five outfits for you from your closet.

    We have hundreds of thousands of users currently. But we have a big vision and it is around data because we really do feel like women need to have their data working for them. It’s very hard actually to get data from women because they don’t want this same purple boot following them around the internet like it does (via behavioral ads) for two years that they bought. Instead, they really want their data to be working for them and that’s what we’re doing.

    When you log in to a retail site why does it do you any good to log in with your Facebook account? It only does Facebook good so they can then advertise to you. What we want to do is create a login from your Finery account so that all of your data can come with you and then it could make your purchasing way easier.

    How Does Finery Make Money?

    We offer a rev share, we call it a knowledge tax. Companies pay us to give women a personalization lifeline. When you go to these retailers it’s not very easy, you sift through all of these pages. If you think about it, the service, the flywheel of giving women some utility and they give us more access to themselves and every time access makes the utility better.

    It’s crazy because 80% of the clothes you aren’t wearing is worth half a trillion dollars in the US. If we put RFID tags in all of your clothes we would we could know exactly where you’re wearing them and exactly the amount of time you’re wearing them and then break the cost. Via a consignment site, you could then just tap on any item in your wardrobe and then sell it. It all starts in your wardrobe, all of these all of these functionalities, re-commerce, commerce, rentals, it all has to start with the clothes that you own.

  • Cloudera CEO: How We Become the Next Oracle of the Future

    Cloudera CEO: How We Become the Next Oracle of the Future

    Last week, Cloudera and Hortonworks announced that the companies were merging to “create the world’s leading next-generation data platform provider, spanning multi-cloud, on-premises, and the Edge.” Cloudera CEO Tom Reilly says that providing technology to help manage the huge volume of data generated from the Internet of Things is where “Cloudera is going to compete and that’s how we become the next Oracle of the future. “

    Tom Reilly, CEO of Cloudera, discussed the Hortonworks merger and how they plan to become the next Oracle type company in an interview with Jim Cramer on Mad Money:

    This is a Wonderful Merger

    This is a wonderful merger. Basically, by bringing these two companies together we are creating immense shareholder value. Our plans are that by 2020, just around the corner, our combined company Cloudera plus Hortonworks will be greater than a billion dollars in annual revenues, will be greater than 20 percent year-over-year growth, and will have greater than 15% operating cash flow margins. The amount of shareholder value we will create by bringing us together is immense.

    Profitability of the combined company is our goal. This has been a rivalry that’s going on for nearly 10 years. We have been going at it really hard against each other and that has made us both better. Competition is wonderful, but now there’s a new set of competitors that we can combine ourselves to be a much stronger company at greater scale and we can take on a new set of competitors, and a lot of it are these cloud guys, where we are extremely well positioned to win in a different market.

    What Does Cloudera Do?

    Samsung Electronics, like all other manufacturers, are instrumenting and connecting the devices they create to the Internet. It’s called the Internet of Things. Every car, every cell phone, everything through a supply chain is being instrumented including autonomous vehicles. We sell technology for our customers to collect all that data and use machine learning and artificial intelligence to understand better how products are being used and to make them more efficient or to build autonomous vehicles. This is what we do. Cloudera and Hortonworks allow us to deliver an enterprise data cloud from the Edge where data comes from all the way to AI, getting insight out of that data.

    Merger is a Win-Win for Everyone

    This merger is a win-win for everyone. All of our customers are happy, all of our partners are happy, and yes our partner systems is going to get larger because Cloudera has some unique partnerships and relationships as does Hortonworks. Regarding our IBM partnership, Hortonworks and IBM have had a wonderful strategic partnership.

    The new Cloudera is going to embrace that partnership much like we Cloudera have had a wonderful relationship with Intel. Now we’re going to bring in the Hortonworks customer base and they’re going to get the benefits of our relationship with Intel. We intend this to be a win-win not only for our shareholders, our partners, our customers, and all of our employees.

    How We Become the Next Oracle

    A  lot of the excitement about this merger is people expect us to be the next Oracle. That doesn’t mean we’re replacing Oracle legacy business or their traditional business. No, the world is changing with this Internet of Things. Data is of much more volume and people want to do artificial intelligence machine learning against that data. That’s where we’re going to compete and that’s how we become the next Oracle of the future.

    The fact of the matter is Oracle is a good partner of ours. Oracle has resold Qatar our software for a long time and we’re excited about what Oracle is doing in the cloud and we intend to work with them there. Cloudera plus Hortonworks working together will be the only provider delivering our software across all the major cloud guys. We work on Amazon, Microsoft, Google, and the IBM cloud and that’s our value proposition, enterprises they can work across all the cloud providers.

  • Adobe CEO: “Adobe Has Really Been on a Tear”

    Adobe CEO: “Adobe Has Really Been on a Tear”

    Digital marketing pioneer Adobe has really been on a tear says Adobe President and CEO, Shantanu Narayen. In May Adobe acquired commerce cloud platform Magento for $1.68 billion and in September of this year, they acquired Marketo, a leading B2B marketing automation company, for $4.75 billion.

    Previous to these acquisitions Adobe has primarily been a B2C focused company, but now Adobe is excited by the opportunity to help enterprises around the world engage digitally with their customers.

    Shantanu Narayen, Adobe President, and CEO discussed how they are helping businesses to transform in a recent interview (watch below):

    Adobe Has Really Been on a Tear

    Adobe has really been on a tear and we have two big growth initiatives. We are empowering people to create, which has been the heritage and history of the company, and we are enabling businesses to transform.

    The key imperative, whether you are a government, educational institution, or an enterprise is to engage digitally with your customers across every screen and mobile device. Adobe pioneered digital marketing as a category. What we now have is the ability for enterprises to create content, to measure the efficacy of that content, and to acquire customers.

    Digital Experience Opportunity is North of $60 Billion

    With Magento and Marketo we extended in two very significant ways. With Magento, we now make every experience to be shoppable and complete the last mile of actually doing the commerce part of it. With Marketo, we extend from B2C companies, which is where the focus primarily was, to B2B companies. It’s an exciting time for Adobe.

    We think the available opportunity for Adobe just in the digital experience category is well north of $60 billion. When you think about it, whether you are a financial institution that is offering financial services directly digitally, whether you’re a travel or automotive, whether you’re hospitality, the imperative for everybody, including in the media business, is to engage with their customers directly.

    Adobe Enabling Enterprises to Engage with Their Customers

    Adobe always pioneered the aspects of creating that content and now we bring content and data together. It’s a market we pioneered and we are the clear leaders. While there are others looking at that same opportunity we think that we will continue to innovate at a pace that will keep us distant from the competition.

    I think what Amazon has done very effectively is demonstrate the benefits of digital engagement with their particular customers. What we do is we enable that on behalf of every other enterprise who wants to create that engagement with their customers. We give them the tools and the platform. We have a tremendous ecosystem of partners that enables them to do that.

    Whether you are a sports franchise, an airline, or a bank you want to create that digital presence. We don’t view ourselves as competitive with Amazon, we view ourselves as enabling all these other enterprises to create that engagement with their customers.

    Security and Data Privacy are Core Competencies of Adobe

    Security and data privacy are definitely core competencies that Adobe has invested in very heavily. On the data privacy part, we do it in two ways. We have millions of customers that engage with us on the creative cloud and the document cloud and keeping that data and being transparent about how we use that data is something that is front and center for us.

    On the other side, we enable all of these enterprises that are our customers to understand what are the new regulations. Whether that be GDPR in Europe or something else, we help companies understand how they can engage in a transparent way while keeping the data secure.

    It’s one of those areas that we have invested very heavily from a research and development point of view and we have to constantly stay ahead of what’s happening with regulatory environments around the world. We were compliant with GDPR right in time for the May 25th rollout here in Europe.

    We have to be circumspect as to what the rules and regulations are, but I think good sense will prevail in all of these particular cases because when you have boundaries that are down and when you have unfettered access to markets that’s what I think will continue to drive innovation and technology in the global economy.

    Customers and Citizens Have the Imperative to Deal Digitally

    At the macro level, the first thing we all have to remember is that digital is the gale wind in this trend where you cannot put the genie back in the bottle. Customers and citizens, billions all around the world, have the imperative to deal digitally with any business that they are dealing with.

    I think it is incumbent on companies like Adobe to help them to do that. Help the citizens to get the engaging experiences that they want and to help the enterprises to deliver that.

  • ThirdLove Leveraging Data and Tech to Successfully Compete With Victoria’s Secret

    ThirdLove Leveraging Data and Tech to Successfully Compete With Victoria’s Secret

    How does a startup compete with a huge brand like Victoria’s Secret which by some accounts has nearly a 50 percent market share? By being different and utilizing technology and data.

    That’s what Heidi Zak, co-founder, and Co-CEO of ThirdLove, says is key to their growth and success.

    Third Love co-founder and Co-CEO Heidi Zak recently spoke about how her company is competing effectively with Victoria’s Secret.

    ThirdLove Seeks to Be Different Than Victoria’s Secret

    We are a direct-to-consumer ecommerce vertically integrated brand that makes very comfortable bras and underwear. Our differentiation from Victoria’s Secret and others happens in a few different ways.

    One is really focusing on product quality and a range of sizes. We have 70 sizes while Victoria’s Secret offers about 36. We have more than double including half sizes. I always say that shoes have half sizes, so why shouldn’t bras?

    Another differentiator is our marketing where we use real women in our marketing instead of models with a lot of diversity. We also leverage data to help women find their fit online. What we have done is digitized that experience.

    ThirdLove Leveraging Data to Compete With Victoria’s Secret

    We created Fit Finder so that in under 60 seconds you can answer questions about your breast shape, body type, fit issues and we will recommend the size and style. Over ten million women have actually done the Fit Finder. We have a massive amount of data with over 700 million data points.

    We use the data for product development and design, for thinking about sizes and specs, we use it marketing and personalization, and we use it in inventory management. Across every aspect of the business we are using data day in and day out.

    ThirdLove is a Blend of Tech and Beautiful Products

    ThirdLove is a company that is a blend of apparel and tech, for sure. Absolutely, data and tech are at the core of what we do, but we also create really beautiful products.

    At Google, I really learned to push the boundaries and to think about new ways of solving problems and applied that at ThirdLove. Also, I had been in traditional retail in New York at Aeropostale after business school. So it was really that blend of retail and tech coming together in terms of my background that I think made me comfortable to start this company.

    We’ve been growing over 300 percent year-on-year since we were founded in 2012 so we have seen substantial growth. We have 1.5 million customers and we continue to take on more and more market share.

    Victoria Secret’s, depending on the numbers you look at, owns somewhere between a third to 50 percent of the market, so there is a substantial amount of market share to be taken given that they are the worst performing stock on the S&P this year. Our current market share is a few basis points, I would say.

  • Ecommerce Startup Zola Seeks to Reinvent the Wedding Industry

    Ecommerce Startup Zola Seeks to Reinvent the Wedding Industry

    The wedding niche is a $100 billion industry in the US alone and is ripe for ecommerce startups. In 2013, Shan-lyn Ma and Nobu Nakaguchi realized through their own experiences that they could not only improve on but literally reinvent the wedding industry, so they started Zola.

    According to Shan-lyn Ma, Zola is the fastest growing wedding company in the US, with the goal of reinventing the wedding planning and registry experience. To date, it has received over $140 million in funding.

    Shan-lyn Ma, CEO, and co-founder of Zola recently talked about how Zola came about and where it’s going:

    Personal Experiences Were the Spark

    Zola means love in the Zulu language. In 2013, which was the year that we were brainstorming was also the year all my friends got married at exactly the same time. I was shopping on a lot of my friend’s department store registries and finding that it was the worst ecommerce shopping experience I had ever seen. Talking to my co-founder Nobu Nakaguchi, he’s married and he was complaining about how painful it was from the couple’s perspective.

    We had worked in design and product and technology together building great products and so we knew we could do a much better job and we knew our friends getting married deserved a much better product. Before Zola launched a couple would have an average of three registries and Zola takes that down to just one registry.

    Zola Weddings Launched Last Year

    Last year we launched a second product called Zola weddings. That includes is free a wedding website, our guest list manager,  and our checklist for all your to-do’s in order to plan your wedding. This was the number one request we were hearing from couples who were saying I love you for my registry, why can’t I just add a few more details about my wedding and I’ll make it my wedding website and then I’m done.

    Pitching Zola to Investors

    Regarding how we pitched Zola to investors, it was harder to show that emotional connection to a problem and how the product sold this better than anything else. We focused on how is this business model is innovating how we are redoing retail and we had the numbers to show it and they absolutely got it.

    Weddings are a $100 Billion Industry

    Weddings are a $100 billion industry in the US and globally it’s a $300 billion industry. When you think about it, weddings is one of the few industries remaining where we haven’t seen a dominant startup player or disruptor emerge to take the market.

    There’s no one that does everything that we do and there’s certainly no one that does it all on the website and on your mobile device serving every couple no matter who you are, no matter what your sexual orientation, no matter what you want your wedding to look like, or your religion. We are there to serve you and that is what is unique and that’s why we’re the fastest growing wedding company.

  • What are Retargeting Ads and Why Should Your Business Use Them?

    What are Retargeting Ads and Why Should Your Business Use Them?

    Online retailers and small businesses understand how crucial advertising is in driving traffic to their websites. Unfortunately, 97 percent of first-time site visitors will leave without buying anything. There’s a big chance that they won’t ever come back unless you can find a way to convince them to return. One way to go about this is by retargeting them.

    What are Retargeting Ads?

    Have you noticed that some of the ads you see while browsing a site or checking your Facebook feed are from a website that you previously visited? That is retargeting. These ads either offer you customized deals on items you previously looked at or remind you of an abandoned cart. They can help your business re-engage consumers who visited your online store but didn’t push through with a purchase. These ads ensure that your brand is kept in front of bounced traffic even after your prospects have left your website.

    How Do These Ads Work?

    Retargeting is an ad technology that redisplays your company’s product or service to consumers who had shown an interest. If someone visits your product page or downloads your app, that’s a pretty good indication that they’re interested in your brand.

    Retargeting utilizes a simple Javascript code called a “cookie” that allows you to “follow” your audience. This inconspicuous, little code is integrated on your website. An undisclosed browser cookie is then dropped whenever a new visitor lands on your site.

    Image source: Hubshout

    Once the visitor tagged with the cookie starts to browse, the code informs your retargeting provider when to serve your ads. The prospective client will then see your ads popping up while they’re playing a game, listening to music, reading an article, or browsing another store. For example, if a visitor checked a product page for a blue blazer but didn’t buy it, an ad retargeting them would show the same blazer and maybe a deal slashing the price by 15 percent. Or they might see an ad showing similar apparel.

    Image source: RevLocal

    Your ads will remind them of their interest in your product and hopefully bring them back to your website. Site visitors who see retargeted ads are 70 percent more likely to make a purchase.

    Why Should Your Business Consider Retargeting Ads?

    You won’t be able to convince all your site visitors to buy your product or try your services. The best that you can hope for is to keep them interested while they decide whether they are willing to try your brand. In order to do this, you have to utilize more than one marketing channel. Google revealed that integrating retargeting with other marketing campaigns can help you close up to 50 percent more deals. That’s because most shoppers are more likely to notice the products that they had previously looked up. 

    Retargeting ads are also 10 times more effective than conventional display ads. The former’s click-through rate is close to 0.7 percent while the latter only has a CTR of 0.07 percent. It’s understandable that small businesses would typically opt for display ads. But a retargeting campaign is still relatively affordable and can complement any ad strategy.

    Here’s the Kicker

    Retargeting is a powerful and compelling conversion and branding optimization tool. However, this strategy is more effective when used in conjunction with a bigger digital marketing campaign.

    Strategies like AdWords, content marketing, and targeted display are good for driving traffic, but they’re not as effective when it comes to optimizing conversion. Meanwhile, retargeting helps boost conversions but can’t drive traffic to websites. It’s best to combine the tools that push traffic and retargeting ads. You’ll get the best of both worlds while helping your brand make its mark.

    [Featured image via Pixabay]

  • How the World’s Largest Online Travel Company Used Acquisitions to Grow

    How the World’s Largest Online Travel Company Used Acquisitions to Grow

    Booking Holdings is the world’s largest online travel company that owns Booking.com, Priceline, Agoda, Kayak, Rental Cars and Open Table. Glen Fogle, CEO of Booking Holdings says that it is through acquisitions that the company was able to grow as big as it is with revenue now exceeding $12 billion per year.

    Glen Fogle, CEO of Booking Holdings discussed their growth through acquisition strategy in a recent interview:

    Without Acquisitions We’d Probably Have Been Acquired

    We are an internet technology driven company. Without the acquisitions that we’ve done, we’d be nowhere where we are now. In fact, who knows where we’d be, we’d probably be owned by somebody else who would have acquired us.

    I was fortunate that I found these guys at a Cambridge University who started this little company called Active Hotels. We talked and talked and eventually, they said yeah they would join with us. Then we found the guys in Amsterdam at Booking.com and said this would be great, it’d be like music. You can have a great soloist who is wonderful but I think a whole Orchestra can produce better music and that’s kind of like bringing more people together to create that big beautiful Orchestra.

    Asia Could Be Our Largest Travel Market

    Everybody I think will say that Asia is the greatest growth area for almost all industries, and travel even more so. It’s growing faster than most of the areas of the world. As these people age and get going from young adults or teenagers into young adults and earn money and then they want to travel we need to be there now to help develop these brand habits. It could be our largest travel market.

    One of the reasons we did those investments (top Chinese online travel agency Ctrip and ride sharing platform Didi Chuxing) and one of the reasons both those companies were interested in having us invest and create a relationship is because of our outbound capabilities. Both companies are very interested in making their outbound services more powerful and they recognize that we can bring things to them that will help them. That’s the reason to do that.

    Our Outbound Business is Key In China

    We believe that there are really three things that are so important for our business being successful in China and one of them, without doubt, is that outbound business. We need to make sure that we are providing a great service to every single Chinese customer who wants to explore and experience the world.

    The outbound market is an area where we’re growing nicely. Our job is to make sure that that Chinese customer and they think they need a hotel somewhere around the world, where they need a non-hotel, a home, or an apartment, we want to make sure the first thing they think about is using Booking or Agoda.

  • Upwork CEO Pushing to Build a Freelance Economy at Scale

    Upwork CEO Pushing to Build a Freelance Economy at Scale

    The world’s largest freelancing network Upwork raised $187 million in their initial public offering this week. They currently have 375,000 freelancers working for nearly 500,000 clients.

    Upwork is growing exponentially because of the network effect says Upwork CEO, Stephane Kasriel. “It takes a long time to build the network effect necessary to do this at scale. The spin wheel at some point starts to really accelerate. The network effect is one of the main sources of really strong competitive motes.”

    Stephane Kasriel, Upwork Inc. CEO discussed their new IPO and business model on Bloomberg Technology:

    Freelancers Use Upwork for More Freedom

    The specific segment of the freelance economy that we serve people tend to be highly skilled. Over 80 percent of the users on Upwork have a college degree and 34 percent have a post graduate degree. These are people that are truly doing this by choice. If the wanted a traditional W2 job they could easily get one.

    What they are getting through Upwork is they get more freedom. They choose to be their own boss. They get more flexibility, they can work from anywhere on the schedule they choose. They essentially choose their clients. On top of that, they typically make significantly more money than they would through the local job market.

    50 Percent of Freelancers Don’t Want to be Employees

    What we hear from freelancers is that they would rather receive a higher pay through Upwork and then choose their own benefits than work for a traditional employer. We surveyed freelancers and asked them how much money would a traditional employer have to pay you to convince you to take a full-time job with them and literally 50 percent of the respondents said no amount of money. This is really something choice as opposed to doing it by necessity.

    Using IPO Funds to Grow the Business

    We are going to use the IPO funds to try and get more new clients signing up every single day as well as getting the existing clients to spend more on the platform including cross-selling clients from one category to the other.

    We see a lot is clients start, for instance, by hiring developers on Upwork and then we get them to realize we also have designers on the platform and progressively one thing leads to another and they start spending across the 70 categories on the site. Ultimately, this is about creating more jobs on the platform because that is what we need more to fulfill the need for work that freelancers have on the site.

    The reason why investors have been really interested in the company is because of the competitive motes in this business. This is not an overnight success. This company has been around through the predecessor companies that merged together for almost 20 years. It takes a long time to build the network effect necessary to do this at scale.

    100 Percent of Upwork Freelancers Are From Word-of-Mouth

    Once you get the spin wheel going it feeds itself. Today, 100 percent of freelancers who signup on Upwork do so through word-of-mouth. Also, 80 percent of business on the buyers’ side come from free channels including word-of-mouth. The spin wheel at some point starts to really accelerate. The network effect is one of the main sources of really strong competitive motes. We think it is going to be really hard for others to imitate.

    We continue to innovate a lot as well and spend significantly on research and development. By the way, we use freelancers a lot too. There are 1,500 people who work at Upwork and 1,100 of them are freelancers. We are able to attract really really top talent from around the world to innovate and continue to push forward as we build this freelance economy.

  • Hopper CEO Says that their Travel App Predicts Future Prices via Big Data and AI

    Hopper CEO Says that their Travel App Predicts Future Prices via Big Data and AI

    Hopper, an AI-driven prediction travel app that competes with Priceline and Expedia, is somewhat under the radar but actually has been around for over 3 years and has over 30 million users. Hopper founder and CEO Frederic Lalonde says that Hopper is fundamentally different because the app sees into the future.

    We’re fundamentally different because the Hopper app sees into the future. We were built on the premise of big data so we collect billions, actually 750 billion prices every month, and we track airfare predictively.”

    Frederic Lalonde, CEO of Hopper, talks about Hopper and how it is fundamentally different than Priceline and Expedia in a recent interview.

    New Round of Fundraising For International Growth

    This round of fundraising is all about international growth for us. The Hopper app has been around for about three and a half years and on and off and it’s the number one travel app in the US. We have over 30 million users, but what’s really changed in the course of the last year is our pickup outside of North America.

    There are markets like Europe, Southeast Asia, Australia, and Latin America where we’ve seen extraordinary growth, upwards of 300 percent year-over-year, because we’ve been adding inventory to the app. This latest funding puts us in a position to continue that growth and become the worldwide leader in mobile travel.

    The Hopper App Sees Into the Future and Predicts Prices

    We compete directly against anybody who sells travel online, that’s Priceline and Expedia, and those companies own all the brands that you’re using. We’re fundamentally different because the Hopper app sees into the future. We were built on the premise of big data so we collect billions, actually 750 billion prices every month, and we track airfare predictively. If a user is looking to go from New York to London, Hopper up to a year in advance will tell you the best day in the future to buy your airfare. we also do the same thing for hotels and we’re expanding.

    We’ve been doing this for over a decade and we have proprietary algorithms that also operate. Fundamentally, Hopper is part of a new generation of commerce marketplaces that are deeply built on data and AI. You can see by the success of the platform that it’s different.

    Hopper is Mobile Only

    The other thing that makes us totally different is the fact that we’re only an app. We’re mobile only and the user experience is totally different because you’re letting the app do all of the heavy lifting for you. You’re saying when you want to travel and you can even leave that open and where you want to go and the app continuously tracks and shops all of these prices for you and you receive push notifications. For scale, we’ve sent about 2 billion push notifications to our users over the last two years.

    The other things that we compete against are websites where you have to do all the work yourself. What we’ve seen because we track all the data is when we as human beings do this we end up on average paying 5 percent more than we would have if we bought the first price that we’ve seen.

    Some people will score some deals, but on average we do much worse because we’re being tracked by cookies and the airline companies and the websites know that we’re doing this at predictable hours. The Hopper model does this for you and the outcomes are actually much better.

  • CaaStle CEO: Our Clothing as a Service (CAAS) Technology is not Disruptive

    CaaStle CEO: Our Clothing as a Service (CAAS) Technology is not Disruptive

    The clothing as a service business model is not disruptive for clothing retailers says CaaStle founder and CEO Christine Hunsicker. “It’s completely accretive and one of the big things about this technology is that it’s not disruptive. It’s not a disruptive model that’s threatening their businesses.”

    CaaStle is a fully managed service that allows retailers to offer Clothing as a Service (CaaS) to their consumers. CaaS is an access model that they say has “transformative benefits” for retailers and consumers. CaaStle says it simply provides technology, reverse logistics and managed services to help retailers participate in the new economy.

    CaaStle founder and CEO, Christine Hunsicker, recently discussed her CaaStle and why clothing as a service is not a disruptive model threatening retailers:

    Enables Clothing Retailers to Rent Clothing on a Subscription Basis

    CaaStle is a fully managed service that allows any retailer to offer a rental subscription service to their customers using their inventory. We are completely behind the scenes and nobody knows we exist. We are the people building the front end consumer experience, we’re handling the logistics and were handling the technology and the algorithms. We just take the clothing and the consumer list from the retailer and make it all happen.

    What we found is that fundamentally consumers rent very differently than they buy, so most of the things that you buy, and if you think about your own wardrobe, are gonna be the basic core and the staples, things that you can get a lot of wear out of, and that makes sense from a cost per wear perspective.

    When you rent you tend to go more towards the fashion and the trend. For a company like Express or like Ann Taylor or like New York & Company they’re going to continue to sell just like they always have. What they’re doing now is increasing engagement with their brand and increasing that brand loyalty through renting more of the fashion pieces.

    Our Clothing as a Service (CAAS) Technology is not Disruptive

    It’s completely accretive and one of the big things about this technology is that it’s not disruptive. It’s not a disruptive model that’s threatening their businesses. Right now it’s an opportunity for these retailers to jump on board and increase the number of new consumers they have and increase the spend that consumers have with them. It’s a significantly more profitable business and has very high engagement rates.

    It’s everyday clothing. You can’t be concerned that you may snag it or tear it or spill something on it, there’s going to be some damage that happens. We want the consumers and the retailers want the consumers to be very relaxed and comfortable in the clothing. It’s actually part of the service fee, there’s no nickel and diming for extra insurance. It’s going to happen that occasionally the clothing comes back damaged, very rarely though.

    We get paid on a per consumer basis so we’re completely aligned with the retailer to help them grow their base and maintain their base and have very happy consumers.

    We’re Building this Company to Take it Public

    As far as the Eloquii acquisition ($100 million) by Walmart, they have this strategy with Mark Lore (Walmart CEO) and under Andy Dunn to bring in a bunch of brands and expand their consumer base. As far as straight retail goes you saw it with Bonobos and Eloquii and ModCloth, this is just another step in that in that path.

    I think it’s great for the plus-size consumer. I think it’s great for the Eloquii customer. They’re going to be able to leverage the Walmart supply chain and logistics and deliver a better experience probably at a lower cost point.

    When it comes to, do we want to be acquired? We’re building this company to take it public. We don’t want to be acquired by any single player largely because we believe in fragmentation. If you believe the industry has been fragmented and will remain fragmented and if you want to impact the tremendous part of the economy you need to be a platform underlying all of the brands and the retailers as opposed to being a singular consumer-facing brand.

  • Chinese People’s Liberation Army Implanted Malicious Microchips on Computer Servers Bound for U.S. Companies

    Chinese People’s Liberation Army Implanted Malicious Microchips on Computer Servers Bound for U.S. Companies

    An explosive Bloomberg Businessweek report details how China was able to pull off the most significant supply chain attack ever against American companies. Reportedly, China used third-party vendors to America companies, including Amazon and Apple, to insert a tiny microchip, no bigger than a grain of rice, onto motherboards for Supermicro. Amazon Web Services (AWS), reviewed these servers and found “troubling issues.”

    “Nested on the servers’ motherboards, the testers found a tiny microchip, not much bigger than a grain of rice, that wasn’t part of the boards’ original design. Amazon reported the discovery to U.S. authorities, sending a shudder through the intelligence community. Elemental’s servers could be found in Department of Defense data centers, the CIA’s drone operations, and the onboard networks of Navy warships. And Elemental was just one of hundreds of Supermicro customers.

    During the ensuing top-secret probe, which remains open more than three years later, investigators determined that the chips allowed the attackers to create a stealth doorway into any network that included the altered machines. Multiple people familiar with the matter say investigators found that the chips had been inserted at factories run by manufacturing subcontractors in China.”

    Bloomberg Businessweek reporter Jordan Robertson who co-wrote this blockbuster story talked about it on Bloomberg TV:

    The basic gist of this story is that in 2014 and 2015 a unit of China’s People’s Liberation Army implanted malicious microchips on computer servers bound for U.S. companies. Those computer servers wound up in very targeted, very large companies including Apple and Amazon.

    What these malicious chips did was compromise the software on these hardware devices at the kind of level that you can’t detect, in many ways the ultimate silent attack. This was a very major discovery for these companies and for U.S. intelligent services.

    This story has taken us well over a year to report and write and a lot of that is learning what is a hardware attack? It’s such science fiction in many ways to us as reporters and to the public at large. A hardware attack is simply the most effective type of computer hacking that any organization can engineer. The reason is if the hardware of the computer is compromised it will irrevocably compromise the software that sits on top of it.

    There is no commercial security system that can detect that kind of manipulation. It’s a super serious attack that is almost impossible to detect without physical examination of the hardware which almost no one does.

  • Turo is the Airbnb of Cars and Rental Companies Hate Them

    Turo is the Airbnb of Cars and Rental Companies Hate Them

    Turo, the Airbnb of cars, allows private car owners to rent out their vehicles either online or via a mobile app. Turo CEO Andre Haddad” says that business is booming and that people renting their cars for short durations are making as much as $10,000 a year.

    Not surprisingly, rental companies hate Turo according to Haddad, “The rental car companies, in particular, Enterprise, do not like Turo. Of course, they don’t like more competition that comes into their marketplace.”

    Andre Haddad, CEO of Turo, describes the growth of the company, the process to rent your car, and the challenges they are facing from regulators and rental car companies in an interview today on CNBC:

    How to Rent Your Car on Turo

    You create your listing after you create an account and you take some photos of your car. You add a description,  put in your address and you’ve got a listing that’s live on our app. We help you find the right price for your car and we help you decide where your availability is. At that point, you’ve got a listing that’s up and coming and you start getting trips that will be booked on your vehicle.

    10 Million Users, 350,000 Vehicles, Up to $10K a Year

    There are almost 300 million cars in the US and they’re idle most of the time. We now have 10 million users on the app around 350,000 vehicles have been listed so you can absolutely list your car and rent it out every day if you want. For my 911 I’ve been sharing it on Turo for the last five years and I’ve roughly made $10,000 a year by sharing it. My daily price is around $200 a day and people book it for a day or two or three days and sometimes for long trips.

    You have to have some time set aside to meet your guests when they come in to pick up your car. You use the app to check-in your guests; take photos of the vehicle from the exterior and interior, capture a photo of the odometer, and gas or battery charge. Once you’ve done that process through the app, which takes a few minutes at the beginning of the trip, you can hand over the keys to your guests and then off they go. When they return it you do the same sort of process with the app to check out the guests.

    Insurance Coverage Protects the Renter

    We have a great insurance policy with Liberty Mutual which has been our insurance partner for the last several years. Liberty provides great coverage for both the host car owner as well as the guests, a million dollar liability policy as well as physical damage protection to the vehicle with no deductibles for the host.

    The only thing that we required from our host is to make sure that they document the state of the car at the beginning of the trip as well as the end of the trip so that we can compare photos and be able to see where there’s been damage and then Liberty Mutual processes that claim. It’s usually something that we deal with over a couple days and it works reasonably well for the vast majority of our guests and our hosts.

    Rental Companies Hate Turo

    A lot of car enthusiasts are sharing their cars on Turo because they sort of trust one another as well as trust the platform. The average host on Turo makes around $625 a month so that’s enough money to be able to pay for your car. The weekend is definitely most popular, the travel times, the end of the year, holidays, the summer months, those are our peak times. During those months our hosts are making thousands of dollars a month.

    The rental car companies, in particular, Enterprise, do not like Turo. Of course, they don’t like more competition that comes into their marketplace. They’re trying to tell everyone that competition is bad and that we should be regulated as if we were a rental car company.

    We’re trying to educate regulators and airports and everyone that this is a new model and that it’s a model that makes a ton of sense when you think about all of the billions of dollars there are invested in cars that are currently underutilized and wasting money on a daily basis. Think about the depreciation on all of the cars out there.

  • Foursquare CEO: Facebook and Google Are Not Your Friends and Are After Domination

    Foursquare CEO: Facebook and Google Are Not Your Friends and Are After Domination

    Foursquare CEO Jeff Glueck said in an interview that “Facebook and Google are not your friends, they’re unreliable partners and are after domination.” He added in a blog post, “That’s why we’re building a company that stands apart from Google and Facebook as the most trusted, independent platform for understanding location.”

    Glueck also announced the first close of a new round of $33 million of equity funding led by strategic investors Simon Ventures and Naver Corp. and by Union Square Ventures. He says that the first close of $25 million occurred on Friday and that he anticipates a secondary close of at least $8 million by year’s end.

    Jeff Glueck, CEO of Foursquare, spoke about the new funding and how they were going to use it in their quest to “become the location layer of the internet” on CNBC:

    Foursquare is Really the Location Layer of the Internet

    Foursquare is really the location layer of the Internet. This round led by Simon Ventures is really gonna give us the fuel to continue investing. If you think about the location features on your phone, most of the time they’re powered by Foursquare technology. If you get a Snapchat geofilter, if you type a place into Uber,  if you get matched on Tinder to people who like the same places, those are all examples of Foursquare technology at work.

    Foursquare Helping Companies Take on the Amazon’s of the World

    With this round of financing we’re going to take that into the retail world, into the dining world, and into the general media publishing world to bring location technology to bear. Foursquare helps media companies and brands and apps create location features. The examples of our customers are like Apple and Microsoft the like but 90 percent of commerce still happens in the real world.

    For all the attention on Amazon and what Jeff Bezos said, Amazon is just 4 percent of consumer spending. Over 90 percent takes place in the in the real world including grocery, auto, and retail. We want to help those companies prepare to take on the Amazon’s of the world and that’s what we’re doing.

    We help marketers reach people based on where they go in the real world, measure whether it leads people into the stores. We help apps be contextually aware so that when you walk into the store if there’s an offer you’re aware.

    We Started as a Consumer App so 100% of What We Do is Opt-In

    We started as a consumer app, so we think about privacy and enhancing consumer experiences with everything we do, so 100 percent of what we do is consumer opt-in. For instance, a lot of the apps that use us they say would you like to opt into background location to be to be alerted when you’re near a service or a special offer, about 60 or 70 percent of people choose to participate and about 30 to 40 percent don’t.

    Everything we do is anonymized or aggregated. For instance, the data goes into a panel of over 25 million phones that we see always on and that creates a kind of Nielsen panel of the real world foot traffic. We were able to, for instance, predict the Chipotle sales famously we’re going to be down 30 percent before they announced their earnings. At an aggregate level, no one’s worried about privacy.

    Everything We Do is Designed to Create Value for Users

    Everything we do is designed to create value for the users. We’re not helping some flashlight app ask you for your always-on location. What good is that to you? We’re helping pair people in dating based on their favorite places. We’re helping to deliver contextually aware weather alerts for AccuWeather. Hey, you’re at the stadium and rain is about to happen.

    All the cases where we make the experiences better the users opt-in because it makes the experience better. In a world where you don’t want to open a lot of apps, you want the app to tap you on the shoulder at the right time to remind you that you have a chance to get 50% off, or there’s a weather alert, or you’re near a friend. All these things are really valuable. Apple already reminds people that you’re opted into location sharing. It’s actually the part of the ad tech ecosystem that is doing shoddy things that we don’t think are best practice in privacy that I think will be heard over time. Why should a location be on for your flashlight app?

    We are the independent Switzerland. If you think about Facebook and Google, there are only three companies in the world that can understand when a phone moves out of your pocket moves out of 100 million businesses in over 170 countries, that’s Google, Facebook, and Foursquare. We are the independent option.

    Facebook and Google Are Not Your Friends and are After Domination

    Our customers, which include folks like Apple and Microsoft and Tencent and Twitter and Snapchat and on and on. They look to us as an independent company. Facebook and Google are not your friends, they’re unreliable partners and are after domination. We are the Switzerland and I do think the location space needs a public independent company at some point that has the wherewithal to invest in pushing location technology.

  • Blitzscaling: Grow a High-Value Business at Lightning Speed

    Blitzscaling: Grow a High-Value Business at Lightning Speed

    No one understands startups and how to make them grow at lightning speed better than Reid Hoffman. The businessman was an executive at PayPal when it first started out and then went on to start LinkedIn. Hoffman has since invested in several quick-growing companies through his Greylock Partners.

    Hoffman’s success has earned him the moniker “startup whisperer of Silicon Valley.” He also coined the term “blitzscaling,” a groundbreaking concept that allows entrepreneurs to quickly grow their companies and stay ahead of their rivals.

    What is Blitzscaling?

    A blitz is defined as a sudden attack or a concerted effort, and it’s those ideas that are behind the principle of blitzscaling. Blitzscaling is the concept of building a company quickly in order to serve a large market, usually a global one.

    Hoffman describes blitzscaling as a form of high-impact entrepreneurship, the kind that generates a lot of jobs and affects other industries.

    One of the best examples of blitzscaling is Amazon. In 1996, Jeff Bezos only had 151 employees and a revenue of about $5.1 million. Three years later, the company had 7,600 people and generated a profit of $1.64 billion. Despite criticisms and people advising against it, Bezos pushed for concepts like one-day deliveries and cloud storage and invested on these ideas. The company’s profits are not what stakeholders expected at times, but there’s no denying that the company has basically defined eCommerce.

    How Dangerous Is Blitzscaling?

    There are untold rewards in blitzscaling, but there’s also a lot of danger and challenges. To a lot of people, blitzscaling seems to be the opposite of everything that’s taught in business school. Hoffman actually likened the strategy to the blitzkrieg campaigns of World War II. Soldiers carry only what they need, they move quickly, surprise their enemies, and emerge victorious.

    Similarly, startups utilizing this strategy have to move swiftly. Therefore, they take on more risks, like getting the right people for the job. The talent or skill set a company requires changes as it grows. Employers need to pick the people who are ideal for the moment, and not someone they necessarily think will be effective once things settle down.

    The need for speed also means that companies have to be willing and prepared to launch a product even if it’s not perfect yet. The goal is to be the first to stake your claim and get immediate feedback that will be used to make improvements. Business would also have to neglect certain aspects of the business. Hoffman admitted that as PayPal was growing, they ignored customer complaints and just concentrated on improving their product.

    Another challenge is implementation. A big company like Microsoft can easily finance its growth, but startups have to convince investors to put money on them. Unfortunately, it’s easier to sweet talk investors if they know their gamble will pay off, and that’s not something that blitzscaling can guarantee. Blitzscaling also requires more money, and the company has to place some of its capital in reserve so they can recover from the mistakes made.

    Why Do Entrepreneurs Blitzscale?

    As an entrepreneur, you want to corner the market. Blitzscaling is a great way for doing this. Being the first in the niche to scale means your company will have a “first-scaler advantage.” Other networks or companies would recognize you as the leader. Once you have established that, getting the talent and investors you need becomes easier.

    Blitzscaling also gives entrepreneurs the element of surprise. By scaling at lightning speed, a brand can bypass exclusive niches and create breakout opportunities. Take into account Slack’s impressive growth. The company took bigger companies like Microsoft and Salesforce by surprise. It also gave Slack the chance to set the pace and force its rivals to try and catch up with it, which resulted in its competitors having less time to develop and implement a counter-attack.

    The goal of blitzscaling is to hit the market as hard as you can and make enough buzz to draw the attention of talented people and interested investors. However, the strategy brings with it great risks so make sure you weigh that against what you hope to achieve.

    [Featured image via Pixabay]

  • Ring CEO: I Have No Animosity For the Sharks

    Ring CEO: I Have No Animosity For the Sharks

    Ring CEO Jamie Siminoff has a rags to riches story that most entrepreneurs can only dream of. He was famously turned down on Shark Tank only to later sell his company to Amazon for $1 billion just this past February. Siminoff says he is now appearing on an upcoming Shark Tank episode on the other side as one of the Sharks. Even though he was turned down he says “I really have no animosity for any of the Sharks.”

    Jamie Siminoff, CEO of Ring, discusses his return to Shark Tank as an investor, the Ring integration with Amazon, and the true reason for the success of the Ring product line on Bloomberg:

    New Technological Innovations Coming to Ring Soon

    We are doing a number of things around battery life. One is around solar where we are adding a lot of solar accessories to our products. We are also going to be coming out with some other technology innovations that we will be announcing over the next couple of months.

    A lot of that technology comes from the integration that we have been able to do with Amazon, now being able to leverage a much bigger pool of technology and experts that we just couldn’t as a small independent company.

    Amazon has done a wonderful job of securing and protecting the privacy around their customers. We’ve focused on that for our neighbors. We are one of the best solutions for security in the neighborhood and I think we will just let customers continue to choose that.

    We Are the Market Leader Because Ring is Effective

    From the competition side, we’ve had literally hundreds of people come into the market. Why we’ve been able to keep such a large market share I believe is because we really are there to deliver effective affordable solutions to our customers.

    We are not just about selling a product, it’s about selling something with effectiveness and we’ve really been able to prove that. A study we did with the New York police showed we were able to reduce burglaries by 50 percent. It’s really about that effectiveness of our solution not just about the particular hardware product.

    I Have No Animosity for Any of the Sharks

    I think as an investor now that I’ve been able to go to the other side of the Tank I’m sure I will miss the next big Ring because investments are very tough to pick. Who’s the best, who’s not? I really have no animosity for any of the Sharks. That platform is really what helped build Ring into what it is today so I’m thankful that we just had the opportunity to be on it.

    I do wish that we had gotten money at the time because I was broke and it would have been very nice to have had that money, but we still made it. What I tell any entrepreneur that doesn’t get the money either from Shark Tank or another investor is we were turned down over 100 times and you just got to keep going.

  • Amazon SVP on $15 Minimum: We Decided That This Was a Place We Could Lead Now

    Amazon SVP on $15 Minimum: We Decided That This Was a Place We Could Lead Now

    Amazon announced today that effective November 1st they are raising the minimum wage in the U.S. to $15 per hour. They are also raising the minimum in the U.K similarily.  Amazon senior vice president of operations, David Clark, says that the reason for doing this is that “we decided that this was a place we could lead now.”

    In a tweet Clark said, “Shared the new Amazon $15 minimum wage with the team here at LGB3 early this morning! Best All Hands Ever!!!” Bernie Sanders tweeted back, “What Mr. Bezos has done today is not only enormously important for Amazon’s hundreds of thousands of employees, it could well be a shot heard around the world. I urge corporate leaders around the country to follow Mr. Bezos’ lead.”

    Amazon CEO Jeff Bezos replied to Sanders tweet saying, “Thank you @SenSanders. We’re excited about this, and also hope others will join in.”

    David Clark, SVP, Amazon discussed why Amazon chose to raise their minimum wage with Bloomberg Markets and Finance earlier today:

    This is a Place We Could Lead Now

    This is really about the future. We’ve had a great year hiring and a great year of retention in fact. As we look forward we really said what do we want to be as an employer and what do we want our focus on pay to be? We decided that this was a place we could lead now. That’s why we went and moved now to the $15 in the U.S. starting November 1st. We are also moving to £9.50 across the U.K. and £10.50 in London effective November 1st as well.

    This is really us (and not a reaction to Bernie Sanders). We didn’t look at what people had to say or to our critics, we really stepped back and said what do we want our focus to be and how do we want our view on pay to be going forward? We thought long and hard about it and we landed on a place that says this is an area we can take a leadership position in and that’s why we went ahead and did it.

    Today is a Very Exciting Day for Our Employees

    Our average pay is over $15 an hour when you include all of the stock and incentive pay. What we are talking about today is a new minimum pay, minimum cash pay, which will be effective across the U.S. and across the U.K. We will talk more about what it means to the overall company bottom line in our earnings call later in the month.

    We are very excited about what this means for the company, what this can mean for customers over the long term. Today is a very exciting day for our employees as they receive this news coming up to the holiday season.

    Our focus on both price and selection are unchanged by this and we expect to continue with great prices, great service, and great selection for customers in the months to come.

    We Think the $7.25 Minimum Wage is Too Low

    What we believe is that $7.25 as a minimum wage in the U.S. is too low. We will leave it to Congress and the experts as to what that number should be. For us that number is $15, we think that’s a good place to be and we encourage other large employers to join us there. We think the $7.25 federal minimum is too low and we encourage other big employers (like Walmart and Target) to start the journey and join us at the $15 level. That would be great.

    We look at our wages and overall compensation structure in every part of the world every year. We will come back and look at it again in 2019 to determine if there is anything else needed at the time and we will do it every year going forward as have in the past.

  • 5 Ways to Instantly Improve Your Product Description Page for Better Conversions

    5 Ways to Instantly Improve Your Product Description Page for Better Conversions

    A visitor that arrives at your product description page is only a few clicks away from making a purchase. But whether they leave your site or buy your product depends in large part on the page design.

    Despite its importance, a lot of store owners don’t pay enough attention to their product page. Most are happy to just put up a photo and a brief description. This is a travesty since the product page can make or break a sale. If the customer doesn’t find the page appealing and informative, they won’t move on to the checkout.

    There are, however,  a number of fast and easy strategies you can implement right now to improve your product page and boost your sales. Let’s take a look:

    1. Analyze Your Customer’s Behavior

    One of the best ways to improve your conversions is to have a well-designed product description page. You’ll need to have the right balance of images and information, especially since shoppers tend to just scan the page. According to a Nielson report, 79 percent of consumers don’t read word by word. They just scan a page and pick out specific words and phrases.

    A heatmap is a great tool to use when designing a product page. It lets you track where your customers typically look, what they click on when they arrive at your page, and how far down they scroll when reading your content. Knowing where they’re looking gives you the chance to remove any distracting images or irrelevant data.

    [Image source: MockingFish]

    2. Establish Trust

    You want to build trust with your customers from the get-go. Product reviews and security seals are just two ways to go about this. But you can also establish trust by providing clear information on shipping costs, duration, and details like how many items can be ordered, etc. Knowing this key information will give your customers peace of mind and keep them moving toward your checkout page.

    [Image source: Harry’s]

    Summarize these details to save space, but make sure you place them in a strategic part of your page. For instance, customers who visit Harry’s product page will see this information next to a photo of the item on sale. Also, consider adding links in the description that offer more detailed information about the product. 

    3. Enable Chat on Select Pages

    Your prospective customers may get frustrated and exit your store when they have questions about an item and there’s nobody to advise them. And many consumers simply don’t have the time or patience to call customer service or email your company. You can use live chat to solve this problem and improve conversion rates.

    [Image source: ZenDesk]

    This feature also makes life easier for shoppers since they immediately get the answers they need. It also tells them that your company is efficient, always available to listen and willing to resolve their concerns, thus increasing brand trust. 

    4. Use Customer Photos as Social Proof

    People trust recommendations given by friends, family, and their fellow customers. It’s why many brands include customer reviews and feedback. But you can step up your game and enhance product page conversions by using customer-generated photos. Seeing your items showcased by customers helps put them in context. The social proof it provides can also influence a prospective buyer’s decision while giving your customers a realistic look of your product.

    Amazon.com uses this strategy quite well. The website allows customers to upload images of items they purchased via the site and links them to the review on the product page.

    5. Improve Product Titles

    Your product’s name is the first thing that will catch a shopper’s attention on the product page. So it makes it even more important to create a good product title that will entice them to look at what else you have in store. The title is where you can be creative while giving your customer key details about the item and its features.

    Make sure you use a tone that your demographic can relate to. For instance, fun and whimsical titles are good for a young audience while a formal voice is better for connecting with a B2B market. You can use different fonts, colors, or icons for your titles. You can also pick out interesting features of your product and highlight it in the title. For instance, UncommonGoods sells a set of socks with environmental motifs which they named “Protect The Planets Socks,” appealing to the environmentally conscious customer. 

    A well-thought of and designed product page can result in a positive shopping experience that will boost sales. Try to incorporate these five strategies and watch your conversions shoot up.

    [Featured image via Pixabay]

  • Zippin CEO: In 5-10 Years Every Store Will Be Checkout Free

    Zippin CEO: In 5-10 Years Every Store Will Be Checkout Free

    What if going to a store was easier than shopping online where you could just walk in and pick up your purchases and walk out with payment happening all in the background?

    You have heard about Amazon’s cashierless stores, Amazon Go, and their plans to open thousands of those stores in the coming years. Now there are startups that intend to bring this concept to all stores by providing a software platform and a technology solution to retailers.

    Zippin Co-founder and CEO Krishna Motukuri talked about the technology behind his new checkout-free solution in a recent CNBC profile:

    At Zippin, our mission is to banish checkout lines for good. You can simply walk in, check-in when you enter, pick up whatever you want, and simply walk out. If there was somebody that actually was able to follow a customer around the store and see what they were picking and just took a note of that information and then when they walked out simply just gave them a bill, it would be very convenient for the customer.

    We use overhead cameras that look straight down and get a bird’s-eye view of the entire store. That allows us to uniquely identify customers and we use that information to also understand which items they’re picking from the shelf and which ones they’re putting back. This information is paired with sensors that are on the shelf that worked with the cameras to accurately identify which products cart picked.

    As we’ve seen in the online world where ecommerce customers can actually see which product you’ve clicked on how long you actually considered it or whether you put it in the cart or taking it out, there will be retailers that will be responsible in the way they use that information.

    In addition to supermarkets and grocery stores, we’re also getting a lot of interest from hotels, airports, stadiums, and commercial buildings. For the first time, this technology allows you to operate a store more cost efficiently. We expect more of these smaller stores to appear in residential complexes and office buildings where there was nothing other than just a vending machine and some salty snacks before.

    Our next step is to actually take the technology to an existing retailer and implement it in their stores. I would say five to ten years you should expect every store will be checkout free.

  • Chinese Internet Growth is Staggering and is Still an Enormous Business Opportunity

    Chinese Internet Growth is Staggering and is Still an Enormous Business Opportunity

    South China Morning Post CEO Gary Liu recently gave a Ted Talk explaining the staggering growth of the Chinese internet and how it is rapidly changing millions of lives for the better. What’s especially fascinating is how impactful their internet growth has been for the Chinese migrant workers and the poor and how this is only the beginning.

    There are still 600 million Chinese offline, their wages are rising too which means their spending power is a huge opportunity for internet startups. 

    South China Morning Post CEO Gary Liu talks about the impact of 772 million Chinese that are now on the internet:

    Technology is Changing China

    Once every 12 months, the world’s largest human migration happens in China. Over the 40 day travel period of Chinese New Year 3 billion trips are taken as families reunite and celebrate. The most strenuous of these trips are taken by the country’s 290 million migrant workers for many of whom this is the one chance a year to go home and see parents and children they left behind.

    Travel options are very limited with plane tickets costing nearly half of their monthly salary, so most of them choose the train. Their average journey is 700 kilometers, the average travel time is over 15 hours and the country’s tracks now have to handle 390 million travelers every Spring Festival.

    Until recently, migrant workers would have to queue for long hours, sometimes days, just to buy tickets often only to be fleeced by scalpers and they still had to deal with near stampede conditions when travel day finally arrived, but technology has now started to ease this experience. Mobile and digital tickets now account for 70% of sales, greatly reducing the lines at train stations, digital ID scanners have replaced manual checks expediting the boarding process, and artificial intelligence is deployed across the network to optimize travel routes.

    New solutions have been invented, China’s largest taxi hailing platform Didi Dache launched a new service called Hitch which matches car owners are driving home with passengers looking for long-distance routes. In just its third year Hitch served 30 million trips in this past holiday season, the longest of which was further than 1500 miles. That’s about the distance from Miami to Boston.

    China’s “Need Economy” is Driving Innovation

    About a year and a half ago I moved from my home in New York City to Hong Kong to become the CEO of the South China Morning Post and from this new vantage point. I’ve observed something that is far less familiar to me, propelling so much of China’s innovation and many of its entrepreneurs is an overwhelming need economy that is serving an underprivileged populace which has been separated for thirty years from China’s economic boom.

    The stark gaps that exist between the rich and the poor, between urban and rural, or the academic and the unschooled, these gaps form a soil that’s ready for some incredible empowerment. When capital and investment become focused on the needs of people who are hanging to the bottom rungs of an economic ladder that’s when we will start to see the internet truly become a job creator.

    Because of the country’s sheer scale and status as a rising superpower, the needs of its population have created an opportunity for a truly compelling impact. When explaining the rapid growth of the Chinese tech industry, many observers will cite two reasons. The first is the 1.4 billion people that call China home.

    Chines Government: “Active Participation” or “Pervasive Intervention”

    The second is the government’s active participation, or pervasive intervention, depending on how you view it. The central authorities have spent heavily on network infrastructure over the years creating an attractive environment for investment at the same time they’ve insisted on standards and regulation, which has led to fast consensus and therefore fast adoption.

    The world’s largest pool of tech talent exists because of the abundance of educational incentives. Local domestic companies in the past have been protected from international competition by market controls. Of course, you cannot observe the Chinese internet without finding widespread censorship and very serious concerns about dystopian monitoring.

    Yet, the Internet Has Continued to Grow

    Yet the Internet has continued to grow and it is so big, much bigger than I think most of us realize. By the end of 2017, the Chinese internet population had reached 772 million users. It’s larger than the populations of the United States, Russia, Germany, United Kingdom, France, and Canada combined. Also,  98 percent of them are active on mobile and 92 percent used messaging apps. There are now 650 million digital news consumers and 580 million digital video consumers.

    The country’s largest ecommerce platform Alibaba now boasts 580 million monthly active users. It’s about 80 percent larger than Amazon. On-demand travel between bikes and cars now account for 10 billion trips a year in China. That’s two-thirds of all trips taken around the world. So it’s a very mixed bag the internet exists in a restricted, arguably manipulated from within China, yet it is massive and has vastly improved the lives of its citizens. Even in its imperfection, the growth of the Chinese Internet should not be dismissed and it’s worthy of our closer examination.

    As the Chinese Internet continues to grow, even in its imperfection and restrictions and controls, the lives of its ones forgotten populations have been irrevocably elevated. There is a focus on populations of need, not of want, that has driven a lot of the curiosity, the creativity, and the development that we see. There’s still more to come.

    An Enormous Opportunity: 600 Million Chinese Offline

    In America, internet penetration has now reached 88 percent. In China, the Internet has still only reached 56 percent of the populace. That means there are over 600 million people who are still offline and disconnected. That’s nearly twice the US population and an enormous opportunity.

    Wherever this alternative fuel exists, be it in China or Africa or Southeast Asia or the American heartland we should endeavor to follow it with capital and with effort driving both economic and societal impact all over the world. Just imagine for a minute what more could be possible if the global needs of the underserved become the primary focus of our inventions.

  • EU Investigating if Amazon is Using Data to Unfairly Compete With Third-Party Sellers

    EU Investigating if Amazon is Using Data to Unfairly Compete With Third-Party Sellers

    The European Union is on the prowl again in a likely attempt to win cash and concessions from Amazon. This is another investigation in a long string of investigations into American companies designed to extract big cash payments.

    European Commissioner for Competition, Margrethe Vestager, indicates that the issue is the possible use of third-party seller data by Amazon to determine which products it might decide to produce and sell itself, thus competing and presumably putting out of business the other sellers of that product. Vestager admits that there have been no formal complaints from resellers but they “have people” coming to them and asking questions about this issue.

    European Commissioner for Competition, Margrethe Vestager discussed their investigation on CNBC’s Closing Bell:

    EU Suspects Amazon Is Using Data to Compete With Third-Party Sellers

    It’s too early to have a concern but we like to understand how this is working because Amazon has this dual role, they host a lot of little guys and enabling them to do e-commerce which is a great thing, at the same time they’re a big guy in the same market. How do they treat the data that they get from the little guy? Does that give them an advantage that cannot be matched or how to understand this?

    We have concerns from the marketplace and we have seen this also in a sector-wide inquiry so so we’re very interested to learn also in deep detail how this works.

    There Are No Formal Complaints Filed From Third-Party Sellers

    One thing is to enable the little guy to do business. It’s another thing that once you have enabled it and you see how it works in the marketplace basically you take it and because you’re a big guy you do large scale so you can sort of occupy that marketplace yourself. We have people coming to us with concerns but no formal complaints have been filed from third-party sellers.

    The EU Already Settled an eBook Case with Amazon

    We have already had one Amazon case on eBooks, on German and English spoken eBooks. We saw that Amazon was saying if you as one of our suppliers do something innovative, if you lower your prices or something like that, you always have to give us the same benefit and that, of course, made it very difficult for the eBooks market to innovate.

    If you always have to give Amazon whatever you have then of course that puts a lid to innovation. That we solved in a settlement actually covering ebooks in almost all segments.

    Not Opposed to Amazon but We Have Questions

    It’s important that the price point is right because for many people on a low budget, of course, low prices is of the essence and enabling choice is a great thing. We also want to see that innovation is thriving because being a customer in an innovative marketplace is, of course, better than being a customer in a non-innovative marketplace.

    This is what we’re trying to understand how does this work and of course, it may turn out that we have no further questions to be asked but that remains to be seen.

    EU Commision Meeting With US FTC

    We’ve had a very good meeting today with Federal Trade Commission Chairman Joseph Simons and others from the FTC, and we didn’t discuss in any detail these questions. What we discussed is our cooperation which is actually very good because we exchange views, but we don’t try to walk in each other’s shoes.

    Status of the Google EU Investigation

    Of course, we expect a change of behavior because the decision is a cease-and-desist decision, you have to stop this and you cannot put anything in its place that has an equivalent effect. This is about enabling choice for the ones who produces our phone so that that maybe you can have a phone that carries other apps when you have the out-of-the-box experience.

    That is important for us to see this change in the marketplace to show that those who actually have the skills maybe to do another operating system from the Android open source code that they may be able to do that. The fine will have to be paid and then of course it is for Google to decide if they will appeal the case or not.

  • How to Use Data to Become Incredibly Customer Centric

    How to Use Data to Become Incredibly Customer Centric

    Steve Stone, former CIO of L Brands and Lowes, recently discussed how retailers can use data to serve their customers better and become incredibly customer-centric:

    Retail Grew Up Differently

    When you think about retail, retail grew up differently. We started with stores and then we eventually added e-commerce. We were also very much notorious best-of-breed in the way we build our applications. Over time, you’ve got this technical debt where information about the customer and information about the product is stored in many different places.

    When you’re trying to build an integrated seamless frictionless customer experience it’s very hard to do that if your information is disjointed. One of my favorite sayings is if the plumbing isn’t right it doesn’t matter how nice the experience is it just isn’t going to work. This is a huge challenge for retailers and it’s where technology really has to play a role, not only to combine the information but to find ways to add speed and agility to the entire process.

    Data Key to Meaningful Customer Experiences

    I’ve always said data governance isn’t exactly sexy but it’s it’s what really drives the ability to deliver those types of meaningful customer experiences. With the focus now today on the customer experience with the Internet of Things and with all these new technologies coming at us and especially with the advent of AI and machine learning, we now see that data has to be right, the hygiene has to be great. Suddenly, master data has become a vogue term in retail and in consumer products.

    I think the biggest problem a lot of companies find is they’ve got to find a place to start. You’ve got to get that starting point. Picking an experience, an experience that you want for the customer, and then flowing back through, where are all the interaction points of data, where does it originate, and where is it getting corrupt? Cleansing that and building that one experience we’ll start you on your journey.

    Be Customer Centric, Not Product Centric

    After that, it’s really getting into the plumbing and understanding your data and understanding the customer. It’s always amazing when we build these great customer experiences, but they’re built more for us and not for the customer. At L Brands we always put the customer first. Be customer centric, not product-centric. How do we integrate, how do we become customer first in everything that we do?

    We’re really at the point now where the technology exists to do this right. The integration platforms such as MuleSoft are really strong now that allows you to stitch together your applications plus build an extensible layer where applications can change quickly. That experience becomes one where if I’m a customer and I walk into a store and you don’t have the product I want there’s no problem. The product will still be at my doorstep the next day or hopefully that day.

    Knowing Your Customer

    I’m online and I want this product and I don’t want to have to wait for it to come from your distribution center in Detroit or Wisconsin. I want it and I’m in California and I get it in a couple of hours because the retailers are able to use the inventory in those local stores.

    As a customer, you know me regardless of the channel, whether I came to you via the call center or whether I came to you in a store or online. You know me and that’s to me where retailers have to be. I don’t think that’s differentiating as much anymore, instead, I think that’s becoming the table stakes.

    You can’t compete against the past, you’ve got to compete against what the future is going to be. I see retail changing so much from inventory, from the customer, and even the whole level of personalization that we’re trying to offer to the customer now. The customer is going to be asking for things that we would never have dreamed possible and yet in a few years we’re going to be delivering it.

    The Best Retailers Cater to Their Customers

    Retailers that I really admire are Costco, Lilly Pulitzer, Ulta Beauty, Tractor Supply, they have a really great connection with their customer. They cater to that customer and they’re building out technology capabilities that really allow that customer to operate on their terms, not on the retailer’s terms, and I just think that’s so powerful.