WebProNews

Category: Retail & eCommerce

eCommerce, Online Retail & Retail News

  • Facebook Launches Marketplace, Could Challenge Craigslist, eBay

    Facebook Launches Marketplace, Could Challenge Craigslist, eBay

    Facebook announced today a formal buy and sell platform called Marketplace, which is likely perceived by Craigslist and eBay as a new hugely powerful competitor nudging into their space. There has always been some buying and selling via Facebook Groups, but this is the first time that Facebook has focused this activity into a single feature. At launch, the goods available to buy and sell will only be viewable to people in your local geographic area.

    Although Marketplace is free (at least initially), it’s not hard to imagine that over time Facebook will add payment and shipping features that make it an eCommerce competitor to eBay. With Facebook’s tremendous reach and the massive amount of buying and selling already happening in Facebook Groups, it already is a competitor with Craigslist and classifieds. Facebook says that more than 450 million people visit buy and sell groups each month worldwide.

    Marketplace will be part of the Facebook mobile app, easily accessible by tapping on the shop icon at the bottom of the screen.

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    How To Buy Stuff via Facebook Marketplace

    Both selling and buying items on Facebook Marketplace is very easy. “Marketplace opens with photos of items that people near you have listed for sale,” notes Mary Ku, Director of Product Management, in a blog announcement. “To find something specific, search at the top and filter your results by location, category or price. You can also browse what’s available in a variety of categories such as Household, Electronics and Apparel. Use the built-in location tool to adjust the region you’re looking in, or switch to a different city altogether.”

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    Once you find something you want, you simply send the seller a direct message right from the Marketplace feature and make an offer. All further negotiation takes place via DM and you will have to work out payment logistics.

    How To Sell Stuff via Facebook Marketplace

    Facebook provided this list of how to sell::

    1. Take a photo of your item, or add it from your camera roll
    2. Enter a product name, description and price
    3. Confirm your location and select a category
    4. Post
    Rolling Out to 4 Countries

    Marketplace is launching in US, UK, Australia, and New Zealand on the Facebook app for iPhone and Android. “We will continue expanding to additional countries and make Marketplace available on the desktop version of Facebook in the coming months,” says Ku.

  • Facebook Announces Inventory-Smart Dynamic Ads for Nearby Retail

    Facebook Announces Inventory-Smart Dynamic Ads for Nearby Retail

    Facebook is getting better at competing for brick & mortar ad dollars, announcing an ability to tie a retailers inventory into their product ads, so that they aren’t advertising out of stock items. Very smart and necessary to compete with Google for online retail ad dollars.

    Just this past June, Facebook added features to track in-store purchases prompted by a retailers Facebook ads. We wrote at the time:

    This is the holy grail for convincing brick and mortar advertisers that Facebook is an effective platform to drive in-store business, assuming the data shows their advertising working. It could also be Facebook’s achilles hill if advertisers discover that their ads aren’t driving business.

    Tying ads to inventory is a way for Facebook to increase click to conversion percentages. This lowers a marketers ad cost per sale, and is an especially important metric which retailers use when considering their ads effectiveness.

    The inventory feature is targeted toward large retailers like JC Penny, Nike and Coach, of which many have been insisting on connecting their local inventory availability before they make large Facebook marketing commitments. Facebook is still in the very early stages of their attempt to make their platform a local retail sales channel.

    Facebook, with this new feature, gives retailers the ability to create customize creative for every store location based on local product availability, pricing or promotions. This is a major step toward attracting the big brands and is a continuation of where they see most of their ad revenue coming from in the future.

    Consumers are now using their mobile phones to price check, look for coupons and compare products while in the store and they are also continuing to engage in social media. Facebook aims to take advantage of this and over time change the mind-set of their users about Facebook, making it about both social exchange and ecommerce and in-effect combining the two.

    “If a fashion retailer wishes to advertise a nationwide sales event happening at every store, dynamic ads for retail will only showcase products that are in-stock at a nearby store and display the price found at that location,” said Facebook in a blog announcement of this feature. “As the ads are linked to the local product catalog, if a product sells out in one store the campaign automatically adjusts so that people in that region will no longer see it advertised. Product selection for each ad can be optimized based on people’s online and mobile shopping behavior.”

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    Facebook describes their dynamic retail ads this way:
    • Local availability: An availability indicator on the ad shows people that a product is available at a store near them, and the store locator makes it easy for people to get directions.
    • Product summaries: Advertisers can use Facebook-hosted product summaries to give potential shoppers the information they need without leaving the Facebook app.
    • Different actions: Product summaries include ways for people to take actions like contacting the nearest store, buying online, or saving the product for future reference.
    • Similar products: Similar products available at the nearest store are featured so people can browse the aisles right from their phone.

    Facebook says that they are currently testing dynamic ads for retail with advertisers including Abercrombie & Fitch, Argos, Macy’s, Pottery Barn and Target. They will be expanding to more retailers in the coming weeks.

    “Extending the power of Facebook’s dynamic ads to in-store inventory opens up exciting new possibilities for Macy’s as an omni-channel retailer,” says Serena Potter, Group Vice President Digital Media Strategy at Macy’s. “We were excited to be the first up and running with Facebook’s dynamic ads for retail as it truly allows us to personalize product ads based on online behavior and inventory at the nearest Macy’s store. This bridges our online and offline channels to deliver a more engaging, relevant, and useful experience to shoppers.”

    Facebook Also Introduces Store Visits Objective Options

    “We’re also introducing our first marketing objective built specifically for advertisers to drive more people to their stores or business locations,” noted Facebook. “The store visits objective builds on the geo-targeting and ad format features of the local awareness ad solution and introduces store visits as the primary reporting metric and a new optimization model.”

    They have added features to let retail brick & mortar advertisers add an objective defined by the marketer in order make their marketing more efficient. They said that Albertsons grocery store used this in beta tests that decreases their cost-per-store-visit by 40 percent.

    Also added were improvements to geo-targeting, where advertisers can now define a geo radius based on population density and desired reach.

    All of these features are only available in mobile Facebook advertising.

  • Salesforce Einstein Announced–Artificial Intelligence for Everyone

    Salesforce Einstein Announced–Artificial Intelligence for Everyone

    In a major initiative that has been in the works for two years, Salesforce is integrating artificial intelligence into all of its CRM cloud platforms. It enables any business to use clicks or code to build AI-powered apps that get smarter with every interaction. Their AI system learns from all of the data you enter about your customers and prospects (CRM data, email, calendar, social, ERP, and IoT), and makes predictions and recommendations on actions you should consider. It can even automate tasks it certain situations.

    Salesforce Einstein is designed to help their customers take advantage of the huge amounts of data produced by making sense of it and seeing trends before humans typically do. What Salesforce has done is to make the use of artificial intelligence possible for all businesses, without have to employ their own data science teams.

    “Powered by advanced machine learning, deep learning, predictive analytics, natural language processing and smart data discovery, Einstein’s models will be automatically customized for every single customer, and it will learn, self-tune, and get smarter with every interaction and additional piece of data,” writes Jim Sinai who is VP of Marketing at SalesforceIQ in their company blog announcement. “Most importantly, Einstein’s intelligence will be embedded within the context of business, automatically discovering relevant insights, predicting future behavior, proactively recommending best next actions and even automating tasks.”

    Salesforce Einstein is designed to be a simple and intuitive approach to deliver AI to companies using their cloud CRM products. They say that by “removing the complexity of AI” they are “enabling any company to deliver smarter, personalized and more predictive customer experiences.”

    “We couldn’t be more excited to finally unveil Salesforce Einstein after two years of hard work and targeted acquisitions,” added Sinai. “As we continue to build out AI for CRM, we are committed to understanding the next generation of AI technology and how it can best be applied to Salesforce. This effort will be led by Salesforce Research, a new research group focused on the future of AI, under the leadership of Dr. Richard Socher, our Chief Scientist.”

    Bringing Artificial Intelligence to Sales

    Adam Blitzer, the EVP & GM of Sales Cloud at Salesforce sees significant value in companies using AI within the sales process. “At Salesforce, we are focused on helping companies evolve from the first level, where the CRM is a one-dimensional system of record, to the second level, where the CRM is a system of engagement. And finally, we are helping companies make the leap to the highest level, where the CRM works for them as a predictive system of intelligence.”

    “AI arms teams with more intelligence, enabling them increase productivity and predictive capabilities across everything they do,” adds Blitzer. “Importantly, it gives sales teams better insights that build human relationships, an area where sales reps far excel beyond machine capabilities.”

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    “This (Sales Cloud Einstein) makes people, teams and entire companies, better able to discover insights from data, recommend actions that help close deals, automate processes that give reps more time to build 1:1 relationships, and predict outcomes or hiccups that enable reps to be proactive and remain a step ahead of each customer’s needs and competitor’s potential attack,” stated Blitzer. “I’m excited for our customers to start experimenting with the features we’re announcing today—Predictive Lead Scoring, Opportunity Insights and Automated Activity Capture, you can learn more here. And, I’m even more excited about the business growth these AI solutions are going to drive.”

    Bringing Artificial Intelligence to the Service Industry

    “Until now, most customer service leaders have been unable to put intelligence in action,” stated Mike Milburn who is head of the Service Cloud at Salesforce. “With Service Cloud Einstein, companies of any size will be able to deploy a connected customer service experience that is predictive, automated and intelligent, bringing AI to the forefront of customer service like never before.”

    Milburn says that with Service Cloud Einstein, organizations of all sizes will be able to resolve customer service cases faster by utilizing history and trend data, automate routine inquiries and predict case resolution times.

    He also offered a bigger picture of how the Salesforce Cloud Platform could be integrated within devices far removed from CRM and marketing. “Consider this: a connected device–like a dishwasher–could self-diagnose that it needed routine maintenance from a field tech. The dishwasher is connected to Salesforce IoT Cloud, where it’s performance is monitored. When IoT Cloud identifies an issue, it triggers a case in Field Service Lightning and a dishwasher repair tech is dispatched automatically–without a customer or agent needing to be involved. That’s the future of service, and the amazing thing is that with Einstein and the Customer Success Platform, it’s possible today.”

    Bringing Artificial Intelligence to Marketing

    AI in marketing is about combining historical and real-time data in order to see trends, predict what’s likely to happen and offer contextual suggestions on what to do next. “We are giving marketers the ability to shift away from using analytics that only look at past behavior to analytics that predict the optimal timing, channel, content and audience for any marketing message,” says Bob Stutz, CEO of the Salesforce Marketing Cloud and their Chief Analytics Officer.

    Einstein integration within their marketing cloud enables companies to take advantage of Predictive Scoring which puts a percentage on the likelihood of a customer taking a certain action such as making a purchase, or unsubscribing from an email blast. With the Predictive Audiences feature marketers can group predictive actions based on their scores in order to more effectively modify marketing strategies. Finally, Automated Send-time Optimization predicts the best time to send new marketing messages.

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    Stutz says that Marketing Cloud Einstein has been in beta for about a year with “tremendous” results. He says that ecommerce and coupons company ShopAtHome redefined customer engagement around predictive scores and experienced a 23% increase in email clicks, and a 30% increase in email opens.

    Bringing Artificial Intelligence to the Entire Salesforce Platform

    Salesforce has also added Einstein AI to their Community Cloud, IoT Cloud and App Cloud.

    “What is most important to Salesforce Community Cloud customers is that Einstein’s intelligence will automatically discover and surface relevant insights, predict answers to solve questions fast, and proactively make recommendations,” said Mike Micucci who is the SVP of Product Management at Salesforce. “It will even automate certain tasks. And you don’t have to do a thing. Einstein puts the best alternative right in front of you.”

    “With IoT Cloud Einstein, our customers will be able to unlock a whole new wave of innovation for the Internet of Things by pairing their IoT data with services powered by Salesforce’s new artificial intelligence platform,” notes Woodson Martin, the head of Thunder & IOT Cloud at Salesforce.

    Salesforce is also making it possible for companies to build custom apps using their Einstein AI technology. “Today, as we launch Salesforce Einstein, we’re democratizing the technology necessary for any business to build AI-first apps,” said Adam Seligman, Executive Vice President and GM of the App Cloud at Salesforce. “Einstein combines all of our adventurous reaches into data science, data management and modern app development into one set of platform services enabling anyone to build the next generation of apps, powered by AI, that customers will love.”

  • New Features for Google Adwords: Campaign Groups and Performance Targets

    Google announced today new features in their Adwords product, campaign groups and performance targets, both intended to make it easier for you to track and forecast the performance of your marketing campaigns.

    Campaign Groups

    The new campaign groups feature allows you to group all of your Google ad campaigns including search, shopping, display and YouTube all into one campaign, making them easier to track and improve. Google is envisioning marketers using this grouping to track marketing themes across their network of ad opportunities.

    They gave an example of a theoretical campaign called “Holiday Launch” where you can easily link your YouTube advertising stats with your ecommerce and search data.

    Performance Targets

    The performance targets feature improves on your ability within Adwords to set goals and track clicks and conversions by campaign group. Combining performance targets with the new campaign groups feature lets you set target clicks and conversions across Google’s network of marketing platforms.

    “Tell us how many clicks or conversions you want to receive, how much you want to spend, and what average CPC or CPA you wish to maintain,” noted Jon Diorio, Product Manager of Google AdWords. “We’ll then automatically show you a single view of how your campaign group is performing against those goals, and what we think you’ll likely achieve by the end of the campaign period.”

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    Diorio said that these feature will not alter how Google serves your ads or optimize your campaigns, but simply offers advertisers better evaluation tools.

    Google let some advertisers try the new features prior to their public release today. “Previously I needed to export all my campaigns into a spreadsheet, group them together, and create a pivot table simply to see how they are performing,” said Oleg Monakhov, Senior Lead Generation Manager at Wrike. “With campaign groups & performance targets, we can much more easily see how our groups are performing relative to our goals, all from within the AdWords interface.”

  • New Google Merchant Center Launched

    New Google Merchant Center Launched

    Google introduced a new version of its Google Merchant Center today that offer more efficient navigation and makes additional shopping programs easier to find. The Google Merchant Center enables online retailers to connect their products to Google so that their products are included in search results, YouTube and partner websites.

    Responsive New Interface

    “With updates to Merchant Center, you’ll see a fast, responsive new interface, aligned with the modern look and feel of the rest of Google’s products,” says Sven Herschel, Product Manager for Google Shopping at Google. “We’ve changed Merchant Center navigation by bundling common tasks and actions. For example, you can use the new Home page to view recent announcements and dashboard data for your account, and you can find consolidated product feed and product data quality information under the Products page.”

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    The Merchant Center is the place for ecommerce sites to upload their product data to Google, literally letting millions of shoppers see their online and in-store inventory.

    Explore Google Programs for Your Products

    “Merchant Center now lets you discover new ways to apply your data to promote and sell your products,” said Herschel. “Use Merchant Center to explore additional Google programs for your products, including Local Inventory Ads, Merchant Promotions, Product Ratings and more, while continuing to manage and configure your product data for Shopping ads.”

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    Additional Updates to Merchant Center Features

    Google has also made updates and improvements to improve speed and functionality so that retailers can get their products online more quickly including Feed Rules, their Diagnostics Page and Currency Conversions. Find more info on those here.

  • Amazon’s New Car Hub: Amazon Vehicles

    Amazon’s New Car Hub: Amazon Vehicles

    Amazon is getting into the auto business with Amazon Vehicles, but not by becoming a sales platform for the cars themselves, but by being a car information center, automotive community and promoting the sales of parts and accessories. They are seeking to become the hub for car buying enabling customers to find crucial information when shopping for vehicles, parts, and accessories.

    Amazon is only showing the suggested manufacture prices of cars since they aren’t actually selling the cars themselves. The Amazon Vehicles site does however sell everything else including headlights, brake drums, and radiator hoses. They are using the platform as a marketing tool to become a major supplier of automobile parts and accessories.

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    Our prediction is that Amazon will next start selling used cars themselves and eventually push legal changes allowing them to sell new cars as well, perhaps starting with Tesla which isn’t currently connected to a dealer network.

    “Our goal is to support customers during one of the most important, research-intensive purchases in their lives by helping them make informed decisions every step of the way,” said Adam Goetsch, Director of Automotive at Amazon.com. “Amazon Vehicles is a great resource for customers who are interested in car information or looking for a broad selection of parts and accessories – all enhanced by the ability to tap into the knowledge, opinions, and experiences of other car owners within the Amazon customer community.”

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    Amazon Vehicles features:

    • Research Tools: Customers can now view comprehensive detail pages complete with specifications, images, videos, and customer reviews for thousands of new and classic car models. Finding cars on Amazon Vehicles is simple – just search like you would any other product or browse by year, make, model, customer rating, MPG, towing capacity, and more. Customers can begin researching vehicles today at www.amazon.com/vehicles.
    • Community Engagement: Customers can browse tens of thousands of customer reviews on Amazon Vehicles, including uploaded images and videos, as well as submit their own. Customers can also ask other car owners questions about their vehicle – anything from “Can you fit two car seats comfortably?” to “How does this car perform in the snow?”
    • One-Stop Shop: Amazon Vehicles is an extension of the Amazon Automotive store, which enables customers to add information about their current car to the Amazon Garage for shopping parts and accessories designed specifically for that vehicle. To-date, more than 35 million customers have saved their car(s) to the Amazon Garage.
  • Pinterest Launches Promoted Video for Brands

    Pinterest Launches Promoted Video for Brands

    Pinterest rolls out Promoted Video, available only on mobile devices, to make them an even better marketing platform for brands. The trend toward video advertising with social media platforms and the internet in general continues with this Pinterest announcement. According to business intelligence firm L2, Marketers are projected to spend $12.82 billion on internet video advertising by 2018, which is up from $7.7 billion spent in 2015. All of the other major social platforms, Facebook, YouTube, SnapChat, Instagram and Twitter have already launched video ad platforms. It’s about time for Pinterest to jump in, especially considering its focus on ecommerce.

    Pinterest, being a very visual medium and already brand focused seems to be a perfect match for video advertising. “Over 100 million people around the world come to Pinterest every month to discover ideas to try,” said Pinterest Product Manager Mike Bidgoli in a post. “One of the best tools for bringing those ideas to life is video, so it’s no surprise this format has been popular on Pinterest. In the last year alone, we’ve seen a 60% increase in videos on Pinterest featuring everything from workouts and home projects to hair & beauty tutorials. That’s why we’re excited to roll out Promoted Video.”

    Bidgoli noted that of the 100 million monthly Pinterest visitors, 55% use the platform to find or shop for products, according to the 2016 Internet Trends Report. Only 12% of people view other social media platforms as places for ecommerce. Pinterest clearly sees its future revenue source coming from video advertising.

    Pinterest has tied Promoted Video with its Featured Pins product in order to differentiate itself from other social platforms that are focused on just views. “While other platforms primarily offer video views, we’ve coupled Promoted Video with featured Pins below the video,” said Bidgoli. “Now the 67% of people who say videos on Pinterest inspire them to take action can experience your brand and then simply click below to do more with your products and services.”

    Pinterest won’t auto-play their video ads in a users feed, it will first play a Cinematic Pin format that they already have to give users a silent teaser of the marketing video. Once people tap on the Pin the full video will open up and automatically start playing with sound. Businesses can run video ads as long as 5 minutes, infomercial style. It will be interesting to see if Pinterest is actually planning on the long-form video marketing concept because of its proven success on TV of driving actual sales. For instance, a person perusing cooking posts could be presented with the Copper Chef ad. Well it convert as good as it does on TV? If it does Pinterest will have discovered a marketing gold mine.

    According to Bidgoli, Pinterest will charge marketers based on impressions of the preview Pin on a CPM basis and not just for after click video views. Advertisers will see both the impression numbers for their teaser gif video views, the number of clicks the teaser Pin received, the number of times their full video was viewed at least partially and breakdowns on how far people watched the video (25%, 50%, 75%, 100%) and how many clicks the Featured Pin under the video received.


    A Millward Brown study commissioned by Pinterest found that Old El Paso Promoted Video ads were 4x more memorable than a non-video ad. At launch, Pinterest has partnered with bareMInerals, PURINA, kate spade, Lionsgate and BEHR to proved the value of Promoted Video. “We’ve run several campaigns with Pinterest and consider video a natural evolution on how we want to connect with our Pinterest audience,” said Meredith Schaffner, Marketing Manager, Old El Paso. “Our customers come to Pinterest with high intent and the ability to show a recipe and our products through video is a unique opportunity to drive higher performance.”

    Video Advertising Trend Toward Social

    At Fortune‘s Most Powerful Women International Summit in London, Nicola Mendelsohn, VP EMEA at Facebook, predicted that the Facebook newsfeed will be all video in 5 years. “It will definitely be mobile. It will probably be all video,” Mendelsohn said. “I just think if we look, we already are seeing a year on year decline in text. We’re seeing a massive increase as I’ve said on both pictures and video. So yeah, if I was having a bet, I would say video, video, video.”

    During Facebook’s July 2016 earning call, Facebook executives predicted their future will be video, “We see a world that is video first, with video at the heart of all of our apps and services,” said Facebook’s CEO Mark Zuckerburg. “”Over the past six months we have been particularly focused on Live video. Live represents a new way to share what’s happening in more immediate and creative ways.”

    2016 has been the year of not only more spending on video ads, but a movement of dollars from TV to internet video, following consumers wherever they are. In May for instance, Magna Global, which buys ads for Johnson & Johnson, Coca-Cola, Fiat and others announced at NewFront that they have agreed to buy $250 million in video ads from YouTube. But that’s not the story, it’s that Magna is shifting these ad dollars from its clients TV budgets.

    Also at the NewFronts, YouTube announced a new way for marketers to take advantage of suddenly viral videos called Breakout Videos, which is part of Google Preferred allowing advertisers to reach the top 5% of videos created by YouTube stars. YouTube CEO Susan Wojcicki stated, “This will allow marketers to feature their brands alongside the next big thing”.

    Video is also becoming big on Twitter where tweets have incredibly increased by over 50% since the start of 2016!

  • Lyft Adds Precision Pickup at Venues Nationwide

    Lyft Adds Precision Pickup at Venues Nationwide

    All of us that use Lyft or Uber have been frustrated with trying to awkwardly communicate to the driver which door you at when exiting an arena, only to have to walk a block to meet the car. Lyft is working to solve this and make their app even more convenient with an exact pickup option in their app. With this feature you can now be picked up or dropped off at specific spots within certain venues like an airport.

    As Lyft puts it, “When you’re rushing to catch a flight or a concert opener, every second counts. That’s why we’ve updated our app to make it easier than ever to get picked up and dropped off — down to the exact terminal door or arena entrance. Now you can set your exact drop-off location, in addition to pickups, at select venues nationwide. Instead of having to call your driver and tell them to meet you at Door 4 of Terminal 2, you can just specify that in the destination field when you request a ride.”

    The feature is live at more than 200 locations in the US with more being added daily. “Just last week at Outside Lands, passengers used this feature more than 3,000 times,” noted Lyft. “For the duration of the festival, riders could set precise pickup and drop-off points such as Main Gate, South Entrance, or the box office.”

    Lyft says that the annoying texting between drivers and riders decreased by 25% since they began testing this feature in March.

    Uber may also be testing precision pickup. “Uber in South Africa already does this,” commented Brandon van Reenen, Social Media Manager at iFix. “When you’re at the airport it says “Welcome to Cape Town”, with a dropdown of terminals and landmarks in the airport district, like hotels, car parkades etc.”

  • 9 Expert Tips to Closing a B2B Sale

    9 Expert Tips to Closing a B2B Sale

    Closing a B2B sale is a process that involves understanding your customer and making them believe that your product or service will without a doubt improve their business. Your entire sales process should be built around that principal.

    9 Expert Tips on Closing B2B Sales:

    1.How do you get your 1%?,” asks Ravi Kompella, Director, Enterprise Sales for Salesforce. “I guess the best way to address this is by going back to the drawing board and figure out if you have done everything REALLY well. Keeping your customer warm throughout the sales cycle can give you information you never thought would get, which in turn can be used to get your 1%.”

    2. “In the past, sales people were taught that skills such as ‘pitching’, ‘differentiation’ (USP’s) and ‘closing’ were essential for winning business,” writes Laurie Smith, Director & Executive Coach. “Nowadays, these ‘techniques’ have no relevance in the modern business environment. They need to take on a far wider range of skills and competencies that they may not have been aware of or exposed to before (that of a researcher, educator, negotiator, accomplished communicator, business expert, insight-provider, trusted adviser and value creator).”

    3.Forget closing tactics,” says Jeffrey Gitomer, King of Sales author and speaker. “They’re worn. They’re awkward. They’re manipulative. And they don’t put you in a very “professional” light. What you have failed to uncover is the prospect’s motive to buy what you’re selling. You’re looking for a tactic when what you really need is a better strategy.”

    4.Why didn’t you hang up already?” asks Steli Efti, the CEO at CEO at Close.io. “I’m sure you’ve hung up on many other people who cold called you, so why are you still on the line with me? Why did you open my email or respond to it? What exactly about my email sparked your interest? Ask this question early in the conversation. The answer will guide your approach to the conversation, tell you which angle to use when conveying benefits of your product, and which questions to ask to keep them engaged. It’s a shortcut to gaining real insights into their wants and needs, so you have a more targeted conversation.”

    5. “In other words, if you’ve earned the right to ask for a sale, ask for the sale then say nothing,” writes Lewis Greene, Recruitment Director at Globaleye Wealth Management. “The temptation to talk is great but once you learn how to resist the temptation and how to close your mouth, your sales closing percentages will increase.”

    6.Master closers know the outcome long before they get to the end of the process and the reason is; they have a well-qualified prospect, they know the prospect’s dominant buying motives, they have identified all the potential objections before they were even expressed, they have carefully observed the various buying signals from the prospect and they gave an effective and interactive presentation,” said David Shultz, CEO & President of Market Share Consultants. “They know long before they ask their closing question what the answer will be.”

    7. “Don’t worry about closing the sale, instead, focus on making a authentic connection with your customer,” says Dale Carnegie instructor Doug Stewart. “Asking quality questions about their work their needs and their life. This will open the door for you to talk about your product. Once they trust you and believe you have their best interest in mind, they will buy from you if you have a product that will in fact meet their needs. All you will need to do is ask.”

    8.It is vital NOT to use a close before you have confirmed that your prospect is ready to make a commitment,” writes Australian sales guru Peter McKeon. “If you do, they will feel pressured and the stress level will go up. Use a trial close instead. You should make closing easy and natural, not uncomfortable. Once you know it’s time to ask for a commitment you don’t need any tricky closing techniques. A simple question to gain commitment is all that is needed.”

    9.A deep understanding of your client and the political process they must navigate within their organizations is essential to how to make a sale,” says John Shea, CEO of the Alignment Group. “There is no comparable step in the buyer’s journey to what is happening politically within your prospect’s organization. The people, process, politics, agendas, and other projects on the plate are unique to each company. Understanding the political landscape, players and agendas is well beyond the buyer’s journey and sales process, but critical to closing leads; inbound and outbound.”

  • Ad-pocalypse Now? I Think Not!

    Ad-pocalypse Now? I Think Not!

    “Ad-pocalypse Now? I Think Not!” exclaimed Steve Chester, Director of Data and Industry Programmes at the Internet Advertising Bureau (IAB UK). Adblocking is the cause of huge headaches for internet publishers, gaming companies and advertisers.

    It’s a huge problem and many in the industry think that it’s immoral, illegal, anti free speech and is killing journalism. Some also point to one positive that was spawned by adblocking, making sites leaner and more enjoyable to the consumer. Adblocking has forced publishers and advertisers, however unfairly, to own up to their own faults.

    This report is designed to bring perspective to the rise of adblockers and how they are impacting the internet ecosystem and what the future is likely to bring.

    Some in the industry are exasperated that we continue to let adblockers have such a negative impact on publishing and advertising.

    “The reason it has to happen is just like video didn’t kill the radio star and just like Netflix hasn’t killed live TV and just like Napster never killed music, adblocking will not be allowed to kill journalism,” stated Anna Hickey, Managing Director Maxus UK at the 2016 Shift conference. “Journalism is too important to us culturally and economically and we all have our part to play in making sure that it survives.”

    “Why did we lose track of user experience?” asks IAB President Randall Rothenberg. “For much of the past decade, the digital ad industry, aided and abetted by venture capitalists with no long-term stake in the viability of media and marketing businesses, have been in a headlong rush to subvert industry standards, hoping they can own the single business model that can lock in proprietary advantage and lock out competitors in the $600 billion global ad industry.”

    As Much as 40% of Ads Are Blocked

    “Where is it heading and will it actually be more of a storm in a teacup when we look back on this or is it the beginning of a major reform of the advertising ecosystem?” asked Rufus Olins, CEO at Newsworks, a UK based marketing body for national newspapers. “Adblocking is a key topic for this industry and it continues to develop as an issue not just in the UK but around the world.”

    A March 2016 IAB/YouGov study on the state of ad blocking in the U.K. shows that 22% of British adults currently use adblocking software, up from 18% in their Oct. 2015 study. According to “The Cost of Ad Blocking” 2015 report by PageFair and Adobe (PDF), 16% of the US online population blocked ads during Q2 2015, which is just slightly less than in the UK, and at this point in August 2016 is likely the same or higher than the UK.

    An IAB study in 2014 paints a much grimmer picture, concluding that over a third of US users, and 41% of Millennials, had installed ad-blocking software. The main reason people was a concern that advertising could infect their computers or smartphones with viruses. However, more than two-thirds also believed that advertising slowed interrupted their online experience and slowed them down.

    40% THINK They’re Using an Ad Blocker, 26% Actually Are

    According to a July 2016 IAB report, “Ad Blocking: Who Blocks Ads, Why and How to Win Them Back” (PDF), the actual number of consumers blocking ads is 26%. Many people think they are using adblock software when they are simply blocking popups.

    Screen Shot 2016-08-08 at 8.13.56 AM

    This recent IAB report says that most adblock users are men 18-34 years old and that these same men make up the 15% of smart phone users that block ads.

    Screen Shot 2016-08-08 at 8.32.44 AM

    Of consumers not blocking ads, 20% are past adblockers that were motivated by publishers who are blocking their content from them. The study also found that 17% of users not blocking ads may do so in the future.

    So, why do people block ads? The study concluded the obvious, that consumers using ad blockers, want uninterrupted, quick browsing and a streamlined user experience. There is a perception that sites are easier to navigate without ads. This is also true for mobile phone users with adblockers.

    The most annoying ads; Ads that block content, long video ads before short videos, ads that follow down the page as the user scrolls and auto-start ads. The main difference between people who use adblockers and those that don’t is that they are simply less tolerant of ads.

    Adblocking Costs $12.1 Billion Now and by 2020 it will be $27 Billion

    According to The Drum News adblocking will cost US publishers $12.1 billion in lost display ad revenues. Optimal.com predicts that this will is 23.8% of total earnings.

    Screen Shot 2016-08-07 at 10.54.40 PM

    A new study from Juniper Research estimates that online publishers will lose over $27 billion by 2020, which will account for almost 10% of the total digital advertising market.

    Is Adblocking Stealing?

    Rufus Olins hosted a session on adblocking at the 2016 Shift Conference in London. The session looked at where adblocking would be in 5 years and how it would impact online publishing and advertising and whether or not adblocking would put us all out of a job, as Piers North put it.

    North equates adblocking to literally stealing, the same as someone breaking into his house and taking property. “As we speak there are tens of thousands of people coming into our properties and consuming our content and there is no value exchange, absolutely none,” said North. “Should I be worried about that? Can I do anything about it? Is it worth me doing anything about it?”

    “Adblocking continues to grow and if we do nothing about it, it will continue eating into our audiences and therefore taking away revenues from publishers and also take away audience from agencies and brands,” North said.

    Adblockers Are Profiteers Holding Us For Ransom

    “Adblocking has reached a tipping point,” said Hickey. “We know this because, bizarrely enough, adblocking was featured in an episode of South Park recently, which is very odd. Adblocking is literally being written about in hundreds and thousands of articles, but the thing that i think is not being spoken about enough is the truth behind this trend. The truth is that adblocking is really a bunch of profiteers that are holding our industry for ransom.”

    “What’s actually going on is they are going into our publishers and demanding a significant proportion of their revenues in order to be included in a white list,” she said. “It simply is not acceptable. The reality is that if you play that scenario out of the next 4-5 years, it causes the death of journalism, because journalism is funded by advertising.”

    “Most important, the publishers are starting to take action already,” says Hickey. “They are starting to deal with adblocking in a way that suites their audience. What I believe will happen next and is absolutely critical, is that the publishing industry will come together and act collectively to tackle the racketeers. Probably it will get legal quite soon which means it will get messy before it gets better.”

    “Many of their business models are undoubtedly illegal,” says Rothenberg. “Already, Shine’s model of ISP-level ad-blocking has been cited by regulators as a probable violation of net neutrality principles.”

    Is adblocking really about censorship? “This is why I hate the ad-block profiteers,” Randall Rothenberg told the audience at the opening keynote of the 2016 IAB Annual Leadership Meeting. Rothenberg is President & CEO at Interactive Advertising Bureau. “Now, you may be aware of a kerfuffle that began about 10 days ago, when an unethical, immoral, mendacious coven of techie wannabes at a for-profit German company called AdBlock-Plus took to the digisphere to complain over and over that IAB had “disinvited” them to this convention. That, of course, is as much a lie as the others they routinely try to tell the world.”

    Rothenberg continued. “We had never invited them in the first place. They registered for this event online. When we found out, we cancelled the registration and reversed their credit card billing. Why? For the simple reason that they are stealing from publishers, subverting freedom of the press, operating a business model predicated on censorship of content, and ultimately forcing consumers to pay more money for less – and less diverse – information.”

    “AdBlock-Plus is: an old-fashioned extortion racket, gussied up in the flowery but false language of contemporary consumerism,” says Rothenberg. ”

    “I’m far from the first person to notice this,” he said. “Writing up an interview with AdBlock-Plus’s leaders more than two years ago in Salon, Andrew Leonard said: “It still sounds to me like something that bears more than a passing resemblance to a protection racket. Pay up, or we’ll break your windows! Pay up, or millions of Adblock Plus users will never see any of your ads.”

    “Surveys repeatedly show that upwards of 75% of consumers prefer ad-supported Internet sites where the content is free over ad-free sites where they would pay fees for content,” Rothenberg said. “Fewer than 10% of consumers want to pay for content. By driving digital publishers, including some of the most prestigious news organizations in the world, to impose fees on consumers in order to continue to support their business and content-development objectives, the ad-block profiteers are subverting the will of consumers.”

    The Bad News is AdBlock-Plus is Not Alone

    IAB President Randall Rothenberg noted that for-profit adblockers have become the “darlings of the venture capital industry and angel investors” and include otherwise mainstream advertising technology and publishing companies.

    There’s Shine, an Israeli startup that sells adblocking software for mobile phone networks so that they can block ads at the network level. Shine is backed by Horizons Ventures which backed Spotify and Facebook.

    Then there’s Brave, that was launched by former Mozilla CEO Brendan Eich. Rothenberg says that “his business model not only strips advertisements from publishers’ pages – it replaces them with his own for-profit ads.”

    “The ad-block profiteers are building for-profit companies whose business models are premised on impeding the movement of commercial, political, and public-service communication between and among producers and consumers,” says Rothenberg. “They offer to lift their toll gates for those wealthy enough to pay them off, or who submit to their demands that they constrict their freedom of speech to fit the shackles of their revenue schemes.”

    Can Consumers Be Persuaded to Stop Using Adblockers?

    Can adblocking kill the free internet? “It’s inconceivable, I think, that we would simply just allow this threat from adblocking to continue without actually having a strategy,” says IAB UK’s Steve Chester. “It’s something which we will have to develop. I don’t underestimate that it’s potentially an existential threat.”

    The IAB study looked at how many people would turn off adblocking if requested to by a site as a condition to view content. Of those that are using adblocking software, 64% have seen notices on a website requesting that they turn off their adblocker. Over half (54%) said that they would sometimes temporarily switch off the software if it was the only way to access the content. For 18-24 year olds, 73% are willing to turn off adblocking.

    Screen Shot 2016-08-07 at 5.46.29 PM

    The IAB study showed that 20% of people who have tried an adblocker no longer use one. The main reason is because of changing to a new device but the second most popular reason, not being able to access content, gives hope to publishers and advertisers that they can eventually change the mindset of people.

    “The IAB believes that an ad funded internet is essential for providing revenue to publishers so they can continue to make their content, services and applications widely available at little, or no cost,” stated IAB UK’s CEO, Guy Phillipson. “We believe ad blocking undermines this approach and could mean consumers have to pay for content they currently get for free.”

    “Part of the solution to tackle adblocking lies in making consumers more aware of the consequences, which seems like it’s starting to filter through,” Phillipson added. “If they realize it means they can’t access content or that to do so requires paying for it, then they might stop using ad blockers. It requires reinforcing this “trade-off” message – ads help to fund the content they enjoy for free.”

    “More and more publishers are initiating what IAB calls “detection-notice-choice-and constraint” regimes,” says Rothenberg. “They are installing scripts that enable them to see when consumers coming to their sites have ad-blockers installed; they are providing notice to consumers about that and about publishers’ business models, which largely require advertising to support otherwise free content.”

    “They are offering consumers choices – to turn off their ad-blockers, to pay a subscription fee, or another alternative,” he added. “And absent one of those choices, the publishers are constraining consumers’ access to content, reinforcing the immense value of what they deliver.”

    Less Ads Would Be Blocked if Ads Weren’t So Annoying

    The IAB study found that 45% of people would be less likely to use an adblocker if ads didn’t interfere with a page. In other words, people are tired of bloated Flash ads or sites that block content with popups or interstitials and the use of adblockers are simply a logical response to them. If there were less ads, 29% would be motivated to not use an adblocker and 12% would consider this if the ads were more relevant.

    Screen Shot 2016-08-07 at 10.26.47 PM

    Adblocking has had some positive impacts on publishing by motivating publishers to stop serving annoying ads like pop-ups and interstitials. “We are organically moving towards formats that are more acceptable,” Piers North, the Strategic Director of Trinity Mirror Solutions told the Shift audience. “Yet having said that, if you look at the mobile experience, in-specials and pop-ups have had a resurgence. Adblocking is accelerating the need for us to get our house in order to make sure that the ad experience is as good as possible.” He noted that pop-ups and interstitials are a short-term play and that if you continue to do that you are going to kill your audience.

    A Better Ad Experience

    “If you provide website visitors with choice, and that’s what we advocate at the IAB and that’s where we see the industry going,” North said. “We’ve created the idea of lean standards or lean ads which are much leaner. We are looking to create a charter around that, so we are asking businesses, no matter where you sit, the buy side, sell side, intermediary to sign onto this charter as best practices.”

    “LEAN stands for advertising and ad operations that are light, encrypted, AdChoices-supporting, and non-invasive,” says Rothenberg. “We believe LEAN will be as important to the future of the digital advertising industry as the first IAB Universal Ad Package was to its creation.”

    Screen Shot 2016-08-08 at 8.36.10 AM

    Rothenberg says the the IAB intends to make LEAN the foundation of their activities for the foreseeable future. “And among our very first goals is introducing a public LEAN scoring system by which all publishers, all advertisers, and all agencies will be able to measure their activities against rational, reasonable, and consumer-friendly performance benchmarks,” he said.

    “LEAN is the basis for a sustainable advertising ecosystem. We firmly believe that a combination of LEAN advertising and media, and publisher implementation of detection-notice-choice-and-constraint, will limit the impact of ad-blocking.”

    “We want to actually give people a choice at the point of access,” says North. “You can come into this property and have a range of choices. It might be pay for this content, accept the ad experience, but it will be a better ad experience, or it might be some other form of payment like micro-payments or even a survey in exchange for access to content.”

    “I think in 5 years ad blocking will continue to exist, but it will be on the fringes because we will have gotten our house in order, delivering a great ad experience and giving people choice,” he said. “I also think that we will move more toward native advertising in order to avoid adblockers. Remember, adblocking doesn’t kill all forms of advertising.”

    “As agencies we are already taking significant steps to add value back into that consumer journey,” Hickey said. “Let’s face it, things like programmatic, launched a few years ago, some of it was done really badly, so we understand that younger people have had really bad advertising journeys and were incredibly annoying. Really good agencies are getting really good at adding value back into that whole journey and also getting much better at the nuts and bolts behind it.”

    Screen Shot 2016-08-07 at 2.49.14 PM

    “The major driving force behind adoption of blockers is because users feel that advertisements are intrusive and detrimental to the user experience,” says Sam Barker, an analyst for Juniper Research and author of the May 2016 study ‘Digital Advertisers Vs the Ad Blockers’. “To make the browsing experience user friendly, advertisers need to find ways to serve ads that do not obstruct the objective of the user. Ad formats such as interstitials and pop-up ads are seen as very intrusive but, on the other hand, native advertisements work very well.”

    Adblocking is a Brutal Countermeasure

    “I’m not to make any predictions about adblocking, and nor should you, at least not with confidence,” says Ian Lesley, author and brand strategist at the Shift adblocking session. “Ten years ago everyone knew that TV advertising was dead and DVR’s meant that ad skipping was about to become the norm.”

    “Skip to 2016, last years spend on interactive TV broke the $5 billion barrier for the first time,” said Lesley. “The question is why didn’t we see this coming or rather why didn’t we see it not coming? Simple, we fixated on the technology and we forgot about the human.”

    “TV or print ads don’t take much time,” he said. “They don’t require anyone to think or make a choice or do anything. The cost of ignoring them is zero and when they are good, they are really good. Forgetting about the human is a perennial problem. Five years ago everybody knew that digital data meant that we could send people relevant information instead of this terrible flimflam called brand image. Clever us. Lucky consumers.”

    “What’s the reality? Humans care about all sorts of things, but most of them most of the time do not care about brands,” stated Lesley. “I know it’s a bitter pill to swallow, but it’s why the dream of interactivity, engagement and brand conversations has all but died and it’s why people will reach for the ad blockers if the ads continue to be so insanely annoying.”

    “Here’s another thing about humans, they make terrible predictions,” commented Lesley. “I’ve almost given up on prediction but not quite. I will predict that unless online advertising changes its form radically in the next five years humans are going to send it the way of interactive TV.”

    “The point is that adblocking is an equal and opposite reaction to the brutally bad nature of online advertising,” says Lesley. “This is not a platform that has found its form. There was a moment when TV advertising discovered that you could do stuff with a 30 second ad that was really great and entertaining. People found ways to make that a very rich experience. That hasn’t happened yet with online advertising.”

    “The experience of online ads is not pleasant and it actually gets in the way of them enjoying what they want to enjoy,” Lesley said. “So there is a distinct possibility that they will reach for a brutal countermeasure. Unless we get better at doing online advertising, creating things that people enjoy or at least can passively disregard and passively absorb when they want to then I’m afraid the adblockers will march on.”

    Adblocking Goes Mobile

    Some quick facts from the PageFair 2016 Mobile Adblocking Report:

    • At least 419 million people (22% of the world’s 1.9bn smartphone users) are blocking ads on the mobile web.
    • Both mobile web and in-app ads can now be blocked.
    • As of March 2016 an estimated 408 million people are actively using mobile adblocking browsers (i.e., a mobile browser that blocks ads by default).
    • As of March 2016 there are 159 million users of mobile adblocking browsers in China, 122 million in India, and 38 million in Indonesia.
    • As of March 2016 in Europe and North America there were 14 million monthly active users of mobile adblocking browsers.
    • A further 4.9 million content blocking and in-app adblocking apps were downloaded from the app stores in Europe and North America since September 2014.

    “Although consumer adoption of mobile level ad blockers is lower than the desktop market, Juniper Research believes that adoption is set to witness a sizable increase,” said Juniper Research analyst Sam Barker. “Drivers of this include Apples inclusion of ad blocking compatibility with Safari and increasing consumer awareness.”

    He adds, that much like desktop browsers, mobile ad blockers are not able to block all types of advertising:

    • Internet Search and Display Adverts will be blocked, however like the desktop space, native adverts are not able to be blocked.
    • Video Display Adverts are able to be blocked, except if the video is channelled through a mobile application.
    • The possibility of blocking in-app advertising has been explored, however when speaking to players in the market many feel the practice to be morally unethical or the technical challenges too costly.

    “In comparison to the desktop space, the mobile ad blocking market is still fairly nascent,” said Barker. “Since the announcement from Apple in September 2015 that iOS’s native browser would be able to support ad blocking applications there has been a rise in the number of users adopting the technology.

    Sites are Fighting Back Against Adblockers

    Forbes has taken an aggressive approach to adblocking, revealing that of those blocked, 44% of them turned off their ad blockers in order to access their content. Forbes is continuing to test other strategies including a version of the IAB Lean Ads concept.

    According to Digiday, Slate has been using messaging to try and persuade users to turn off ad blockers and to sign up for their premium low ad content plans.

    Wired says that 20% of their traffic comes from people using adblockers and in response to that they have restricted access to those using them. They offer 2 options to site visitors with adblockers:

    1. You can simply add WIRED.com to your ad blocker’s whitelist, so you view ads. When you do, we will keep the ads as “polite” as we can, and you will only see standard display advertising.
    2. You can subscribe to a brand-new Ad-Free version of WIRED.com. For $1 a week, you will get complete access to our content, with no display advertising or ad tracking.

    Bloomberg has taken a different approach, cleaning up their site and adding more white space. “Everyone’s screaming and yelling, so let’s not scream and yell — let’s do the opposite,” Chris Briseno, digital creative director at Bloomberg LP, told Digiday.

  • The Future of Ecommerce: 2020 and Beyond

    The Future of Ecommerce: 2020 and Beyond

    “We believe retail is at a tipping point,” said Robert Peck of SunTrust Robinson Humphrey in a note to clients. “E-Retailers are leveraging new capabilities in old business models to expand existing and new markets like apparel, grocery and personal care, where e-Commerce had only limited penetration till now.” According to BusinessInsider, Peck calls it “E-commerce 2.0.”

    Shopping online is growing fast, but still only represents a fraction of total shopping dollars, just under 8%, according to US Census data.

    Screen Shot 2016-07-30 at 10.12.56 AM

    As of the first quarter 2016, the total amount of retail spending online (ecommerce) was $92.8 billion, which was only 7.8% of all retail sales. Ecommerce is in its infancy, which means that there are huge opportunities ahead, not just for the types of Amazon, but for small merchants and startups as well.

    Worldwide retail sales, including in-store and internet purchases, surpassed $22 trillion in 2015, up 5.6% from 2014, according to a study by eMarketer. They say that retail ecommerce sales, those purchased over the internet, will make up 7.4% of the total retail market worldwide, or $1.671 trillion. By 2019, that share will jump to $3.578 trillion, yet retail ecommerce will still only account for 12.8% of all retail purchases.

    Even though the internet and technology is the source of major disruption for retailers, brick and mortar is alive and well for the foreseeable future.

    The study says that retail ecommerce sales are accelerating faster than previously anticipated and will jump 25.1% year on year in 2015. “Online sales growth will outpace brick-and-mortar sales growth by a more than 3-to-1 margin over our forecast period,” the report predicts.

    Amazon Reshaping Ecommerce

    Amazon recently passed Facebook to become the the fourth-largest US company based on stock market value. By 2020 analysts Rob Sanderson, Managing Director, Senior Research Analyst at MKM Partners, predicts that Amazon will be the largest US company by 2020.

    Screen Shot 2016-07-31 at 1.11.29 PM

    “Amazon has a significant position in two of the largest secular growth opportunities there are,” Sanderson told Barron’s recently. What he was referring to were online retail and cloud computing.

    Venture capitalist and part owner of the Golden State Warriors Chamath Palihapitiya of Social Capital said to a crowd at the Sohn Investment Conference recently that Amazon will be a $3 trillion dollar company within 10 years, almost ten times more than its current $366 billion market cap.

    Screen Shot 2016-07-31 at 1.08.14 PM

    “Consider Amazon’s potential in retailing, said a Barron’s post. “It holds a 35% to 40% share of U.S. e-commerce, on its way to 50% by 2018, according to estimates from Doug Anmuth at JPMorgan published last month. And e-commerce is just 11% to 12% of U.S. retail, not counting gas, food and cars, on its way to more than 30% eventually, and 14% by 2018, according to Anmuth. In other words, Amazon is securing a quickly growing slice of a quickly growing pie.”

    Internet Is Crushing Department Stores

    There is one simple truth, internet retail is booming while brick & mortar department stores are in a free fall. The chart below from Standard Chartered Research tells the story

    Screen Shot 2016-07-31 at 1.19.27 PM

    “U.S. private consumption has shown ongoing resilience,” says a note from Standard Chartered Plc via Bloomberg, “but this macro story masks sizeable divergence at the micro level, and this explains the wide interpretation of ‘how’s the U.S. consumer doing?’ The micro story is characterized by a parabolic rise in internet sales at the expense of ‘bricks and mortar’ stores, particularly department stores.”

    The above stat isn’t as bad as you think considering that every department store also has an online presence and are working hard grow that aspect of their business. But even with that department stores are struggling online. “Digital sales continued strong, still growing double digits, but it too grew less rapidly than anticipated,” said Macy’s Chief Financial Officer Karen Hoguet during their May earnings call (PDF).

    Internet business guru and financial analyst Robert Peck sees a shift in online shopping toward specialty boutiques and well run mom & pop stores. He says that as the internet generation grew up they don’t have reservations against online shopping like their parents did.

    Presumably, one of the main drivers of online shoppers to Amazon was a belief that you wouldn’t get ripped off or have your credit card info passed around. This fear has dissipated over time but is completely non-existent with those that grew up with the internet.

    Online Retail Will Diminish Need for Offline Stores

    The Ovis report sees an “increasingly fragmented physical footprint,” with branded products moving to the internet. “Demand for large-footprint physical retail space will continue to fall,” says the report.

    “Physical retail will still exist, but it will need a good reason to exist.” according to Dunkin’ Brands quoted in the Ovis report. The report portends that most new retail businesses will start online and later add some physical retail for showcasing products. They note that this is already the case in furniture. Retail will only play a supporting role in the future with new online retail stores in order to add trust with customers.

    Existing pure-play online retailers will also continue to create physical locations, primarily to “enhance fulfillment and customer service.” They believe that much of this will take the form of the “click-and-collect models” which are common with UK retailers. “The UK today is the most advanced market for click-and-collect models, examples of which include ASOS and Boots, and eBay and Argos, a partnership that started in the UK and has been extended to Ireland,” says the report.

    Click and collect is where the shopping is done online, but the items are physically picked up by the consumer at a fulfillment center or a retailer. Walmart in the US is one of the largest retailers offering this service.

    According to the 2016 eCommerce Trends Report by Absolunete, an eCommerce agency based in Canada, depending on the types of products sold and the retailer’s network of physical stores, the proportion of consumers who prefer to pick up their purchase in store can reach up to 40%.

    “Better still: offering customers the option to “Purchase & Pick-Up” often increases the average purchase value,” says the Absolunete report. “That’s right: 7% of customers who pick up their purchase in-store increase their spending while they’re on site (7% as measured in net sales). In Canada, where the prohibitive cost of residential shipping is an important challenge (the opposite is true in the U.S., where residential shipping is extremely inexpensive.), Purchase & Pick-Up becomes a win-win proposition!”

    Absolunete says that “Purchase & Pick-Up” has advantages to the retailer:

    • Increasing net sales once the consumers is at the store picking up their online order.
    • Increasing conversion rates by making it easy for consumers to get their merchandise.
    • Decreasing return due to in-store exchange options.
    • Decreasing shipping costs and thereby increasing profit margins.

    “We expect further partnerships to be made in order to allow Internet-based retailers to build up physical collection points,” states the Ovis report. “We also foresee noncompeting physical retailers collaborating to allow the collection of each other’s products in each other’s stores. This will allow them to maintain a virtual geographic presence despite the need to reduce their own physical store networks.”

    From a showroom perspective, Amazon Books is a good example, where it has physical samples of not just popular books but all of Amazon’s products such as the Kindle, Echo and Kindle Fire tablets.

    “The already blurred lines between physical-heritage retailers and Internet-heritage retailers will have been eradicated by 2026,” predicts the Ovis report. “The former will continue to reduce the amount of physical space they hold, switching their investment emphases online, while the latter will invest further in establishing physical presences to support the showcasing of brand and private-label products. While the large pure-play Internet retail brands will survive, the term pure play will be rendered obsolete.”

    In-Store Digital

    The Absolunete report predicts the rise of what it calls “in-store digital”, where consumers make online purchases while inside the physical store. Technology will be used to improve the customer experience and to make it a personal by “integrated gathering that allows retailers to better understand customers and customer behavior.”

    The report suggest that it is increasingly common to see in-store advertising screens and tablets, enabling the consumer to search for products and to make online purchases while in the store, presumably of products that aren’t available in the store itself. “Going forward, customization tools and possibilities will go even further to improve customer experience. Paper posters and printed displays, for example, are being replaced by connected kiosks and displays which allow real-time, contextually-relevant messages to be displayed.”

    Absolunete one interesting example by Rebecca Minkoff, partnering with Magento and eBay to create a Smart Dressing Room. They say that the system tracks what customers try on at the store and the sizes tried and what they buy and don’t buy. The store uses this data to send updates to the shopper if an item tried on is now available in her size or color. There are many more customization option being experimented with that may be available in the future. They say, “Think of it as cookies (like in your browser) that follow you around in the real world.”

    “Engagement with the technology in Minkoff stores has been greater than expected,” said David Geisinger, who was previously eBay’s head of retail and mobile innovation but now is with Magento Commerce. “Engagement is on the customer’s terms, which I think is key, because it’s not intrusive.”

    Technology is the Driving Force

    eBay is in full preparation for the next commerce revolution and believes the heart of it is technological advancements coming together to reshape online selling. eBay CEO Devin Wenig believes that it is these innovations that will create an enormous opportunity for companies that are prepared to take advantage of them. And eBay is battle ready to just that, for years now seeing itself as both a great technology company… and a great ecommerce company too.

    “We have seen the pace of tech innovation advance significantly — in artificial intelligence, cloud computing and virtual reality, all of which have the potential to reshape global technology dramatically in the next few years,” commented Wenig in a company announcement last week. “We are building eBay to be a vibrant and dynamic global technology leader for years to come, and we are starting to see results.”

    “Everything we’ve done so far has been about positioning eBay for a future we can see advancing quickly towards us, in which innovations in technology platforms have the power to dramatically reshape the commerce experience,” Wenig says.

    “We are entering what we call the Age of Everywhere — the profusion of cloud-connected devices that will bring the Internet to you, globalize the market, and make things faster and more on-demand,” said Wenig.

    A report by Ovum, The Future of E-commerce: The Road to 2026 (PDF), predicts that over the next ten years instant gratification, powered by technology, will be a driving force in ecommerce. The report concludes that online retail today is “largely driven by price and convenience”, but by 2026 consumer expectations of the “ecommerce experience” will change dramatically.

    “The desire for instant access and fast turnaround, 24/7, will be the norm by 2026, driven in particular by millennials (born approximately 1980–95) and also by Generation Z consumers (born
    approximately 1996–2010),” the report says. “Generation Z are digital natives to the power of 10, with technology use their second nature. These generations are constantly connected and inhabit an online environment where events happen in real time without them having to wait, and where social media enables them to dictate terms.”

    By 2026 the report predicts that consumer expectations will force online retailers to vastly improve customer support, will have to live up to expectations on the goods or services being delivered and shoppers will expect free delivery anytime and anywhere.

    Mobile is the Internet

    We Are Social’s Digital in 2016 report illustrates how both mobile and social media will will be key drivers of ecommerce going forward.

    Screen Shot 2016-07-30 at 2.20.27 PM

    “Smartphone penetration is reaching new heights around the globe, and we are fast approaching the point where being an internet user means being a smartphone user,” commented Felim McGrath, who is the Trends Manager at GlobalWebIndex, in a blog post presenting the report. “This means that mobiles have the potential to become essential online commerce devices.”

    McGrath backed up his comment with examples of how in Asia people are just as likely to shop online with their smartphones as they are a desktop computer. “Last month, close to half of South Koreans used their mobile to shop online,” he said. “And in China, mobile commerce has become the norm, with consumers now almost as likely to complete a purchase online via their mobile as via a laptop/PC.”

    McGrath says that even though most consumers in Europe and North America are not mobile shoppers at these levels yet, it’s only a matter of time before they are.

    The Ovis Report thinks that the trend toward more powerful smartphones with larger screens will help drive ecommerce and that retailers are optimizine the shopping experience for mobile. “Together, these developments are turning the smartphone into a platform that can support the whole shopping journey, from product search and discovery, to comparisons, recommendations,
    and payments,” says the report.

    Screen Shot 2016-07-31 at 2.54.30 PM

    The report notes that Android will continue to dominate iOS and that competition for payment systems won’t just be between Apple and Android, but will include multiple payments sytems on the the Android platform.

    Screen Shot 2016-07-31 at 2.56.48 PM

    Social Media is a Key Driver of Ecommerce

    Felim McGrath also believes that social media will be a driving force encouraging online shopping. He says that one third of the world’s population is now on social media, which is up an astounding 10% over last year.

    “With such a significant amount of online time devoted to social media, there’s clear potential not only for advertising and marketing via social networks, but also for directly monetising users via ‘social commerce’,” said McGrath. “The last year has seen some of the world’s biggest social networks, like Facebook, Twitter, YouTube, Instagram and Pinterest, testing or introducing integrated commerce options, acting as the middle-men between buyers and brands. The networks themselves have a clear interest in pushing this trend, both to increase engagement with their platforms and to open up healthy new revenue streams.”

    The research from GWI shows that consumers are now becoming brand aware because of social media and are also using it to research products. McGrath sees this as an important step to using social to complete purchases. “Social commerce has a bright future,” says McGrath.

    The Ovum report also predicts that the need for people to document their experiences on social media will motivate retailers to “increasingly align not only their brands but also the
    shopping experience itself to this consumer desire for encounters worth sharing.”

    “This can already be seen with the emerging trend for integrating social media with in-store retail, with the aim of creating socially driven shopping experiences,” the report notes. “In 2015, Victoria’s Secret encouraged shoppers to take selfies in front of displays and show them to sales assistants in return for a free gift – and hopefully share their selfies/experiences with friends.”

    Screen Shot 2016-07-30 at 4.09.36 PM

    “Any doubters about social media’s powerful role in converting prospects into customers need to immediately re-evaluate their position,” notes the Absolunete report. “Like, now. Though their pure conversion rates are lower than those of organic results or Email, they are powerful tools that promote brand loyalty and are a great way to share the brand’s values. Through community-logic, social media is a valuable resource to convert curious prospects into new customers.”

    According to Absolunete, with good social media management online stores can generate results that are sometimes superior to search marketing strategies such as Google Adwords. Social platforms such as Pinterest, Facebook and Twitter are working to enhance their value to online retailers by adding functionalities that will guide the shopper towards a products pages with goal to convert their users into online retail customers.

    “You may have noticed more and more “direct purchase” options popping up on social media platforms like Twitter, Instagram, Pinterest and most notably Facebook, which is responsible for 64% of social sales worldwide,” noted the report. “Retailers need to move quickly to capitalize on this; once the big, established eCommerce players will have fully implemented these tools, it’s going to be a lot harder – and more expensive – to stand out.”

    On Instagram, for instance, you can now go directly from a picture to a product page which are being used by brands such as Banana Republic via StylePick. What’s more, celebrity endorsers are now being used by brands in this process leveraging their huge numbers of followers to create commerce.

    93% of Pinterest users have bought something online in the last 6 months, according to Absolunete. They also note that Pinterest is the source of 16% of all social sales, with their “Rich Pins” allowing retailers to fully integrate online stores and automatically synchronizing product pages with the products “Pin”. J. Crew, Gap and Nordstrom all utilize this effective Pinterest ecommerce motivator.

    Ecommerce while Messaging

    Another emerging trend is the integration of ecommerce into messaging apps, which is already happening in Asia. McGrath notes that Line and WeChat have already integrated multiple commerce features and other “opportunities for monetization.” He believes this revenue opportunity is the “inspiration” behind Facebook’s move to make Messenger a separate app and their motivation to focus on messaging so aggressively. Indeed they are very focused on messaging, having paid $22 billion for WhatsApp in 2014, a startup that only had revenues $10.2 million in the year before its acquisition.

    Again, Asia shows the way forward here. Messaging apps like Line and WeChat have pushed beyond simple chat apps to integrate a broad range of commerce options and opportunities for monetization, forming the clear inspiration for Facebook’s recent development of Messenger Platform. All these developments mean that social commerce has a bright future.

    Artificial intelligence also plays a role in messaging. “During this time, we’ve seen artificial intelligence reach an inflection point,” Wenig said. “This innovation is already beginning to take hold of the messaging space with the arrival of conversational assistants. Artificial intelligence has the potential to bring an era of deep personalization to the commerce space.

    VR, AR and Wearable Devices

    “Due to the proliferation of wearable devices and technology, smart TVs, connected cars and household appliances, beacons, and other technologies, the consumer journey in 2026 will increasingly look like a pretzel that twists, turns and loops back on itself,” noted the Ovum study. “Consumers can start and end their shopping experiences on a mobile platform, in store or online. It is a fluid movement that by 2026 will be even harder for retailers to keep up with or predict because it will include a growing number of devices and touchpoints.

    It is key for retailers to not only keep track of consumers across many devices and touchpoints, but to also accurately measure where sales are coming from. This will require retailers and their advertising partners to build to significantly improve ad tracking technology.

    One of the key drivers of wearable technology is virtual reality and augmented reality. “Virtual and augmented reality will be the next platform revolution,” says Wenig. “This is already prevalent in the gaming world, but it has the potential to be far more disruptive.”

    The Ovum report predicts that by 2026 consumers will expect a more “real” shopping experience which will mean an integration of augmented reality into online stores. Consumers will expect an an “event experience” that will rival walking into a brick and mortar store.

    “This will translate into interactive, highly engaging online and real-world retail environments where augmented reality (AR) plays a key role,” the report says. “The provision of distinct and tangible shopping experiences, online and real-world, will become a key means to enhance and differentiate a brand’s value proposition.”

    One of the key drivers for augmented reality being used by online stores is increasing the conversion rate. Generally, retailers do much better when a consumer walks into their physical store locations compared with internet shopping, because there is no human connection.

    Epson’s Moverio smart glasses are one solution for retailers, where an online shopper can click the the “GoInStore” button and a sales associate at the physical store will walk the customer through high value products with wearing the smart glasses. Clicking the button initiates a two way voice call and a one way video stream of whatever the sales person is looking at.

    Luxury car dealer Amari in the UK uses the glasses to show off their extremely expensive cars to online prospects. “Our sales team know every single detail of these cars, even to the level of knowing the tyre pressures,” said Sheikh Amari, CEO of Amari SuperCars in an Internet Retailing post. “This knowledge is difficult to bring across online and we have been looking for ways to bring our expertise into the online environment.”

    “This new technology enables our customers to travel to our showroom in real-time and experience the cars remotely – giving us a competitive edge and the ability to close sales quicker, providing our customers a totally unique, convenient and trusted car buying experience,” said Amari. “Our customers – who include investors and collectors – are very busy people, based all around the world, who typically know what they want but often have to rely solely on the pictures that are on the website.”

  • Facebook’s Future: Video, Search, Messaging and VR

    Facebook’s Future: Video, Search, Messaging and VR

    Facebook’s goal is to connect with everyone, yes every single person in the world. Not just that, but Facebook wants to connect to everyone at all times, in every waking moment. Facebook envisions a future where you will always be engaging with some part of the Facebook ecosystem, whether it’s on its mega social platform at Facebook, using it’s search engine, messaging a business associate or communicating on video or via a virtual reality environment.

    But first lets talk business.

    “I often talk about how when we develop new products we think about it in three phases, said Zuckerberg. “First, building a consumer use case. Then, second, making it so that people can organically interact with businesses. And then third, on top of that, once there’s a large volume of people interacting with businesses, give businesses tools to reach more people and pay. And that’s ultimately the business opportunity.”

    During the earnings call yesterday, Mark Zuckerberg opened the curtain into Facebook’s plans, strategies and dreams for the future. He first provided the latest metrics illustrating Facebook’s continued success, 1.7 billion people now use Facebook every month, and 1.1 billion people use it every day. He said that Facebook revenue grew by 59% year-over year to $6.4 billion, and advertising revenue was up 63% to $6.2 billion.

    Sheryl Sandberg, COO of Facebook said that Q2 ad revenue grew 63% and mobile ad revenue hit $5.2 billion, up 81% year-over-year, and was approximately 84% of total ad revenue. Facebook is now truly a mobile app rather than a desktop experience for the vast majority of its users.

    Zuckerberg said that they continue to see excellent growth and over the past year Facebook has added over 200 million people using Facebook on a monthly basis. Time spent per person increased double digit percentages year-over-year across Facebook, Instagram and Messenger. And that doesn’t even include WhatsApp yet.

    Facebook is still growing rapidly and that’s because it has continued to evolve. It’s evolution has happened because of increased bandwidth, technological advancements, acquisitions of new platforms like WhatsApp and Instagram and most importantly continuing to be on the cutting edge of what people want in a social network. All of this while simultaneously building a successful business model that pays for this evolution.

    What’s really interesting however, is how Zuckerberg sees Facebook transforming in the future. “Our results show our progress as we work to make the world more open and connected across our three-, five- and ten-year horizons,” he said. “Over the next three years we are focused on continuing to build our community and help people share more of what matters to them. The next five years are about building our newer products into full ecosystems with developers and businesses. And over the next ten years we are working to build new technologies to help everyone connect in new ways.”

    Facebook is seeking to be the world’s business platform, not just the peoples. More on this below in the Search section on a Facebook future where it is competing with LinkedIn.

    “We’re excited to announce that we now have 60 million monthly active business Pages on Facebook,” said Facebook COO Sheryl Sandberg. “We also continue to grow the number of active advertisers on our platform. This shows that both our free and paid products are providing value to marketers of all sizes around the world. We continue to focus on our three priorities — capitalizing on the shift to mobile, growing the number of marketers using our ad products, and making our ads more relevant and effective.”

    Trust me, this is just the beginning of Facebook’s morphing into both a personal and business platform in the future.

    The Future of Facebook is Video

    Facebook used to be mostly text and over the years they changed to be photo centric, with many people using Facebook as their family photo album. People still do that but Zuckerberg envisions a huge change coming. “We see a world that is video first, with video at the heart of all of our apps and services.”

    “Over the past six months we have been particularly focused on Live video. Live represents a new way to share what’s happening in more immediate and creative ways,” Zuckerberg said. “This quarter Candace Payne’s Chewbacca mask video was viewed almost 160 million times. Live is also changing the way we see politics, as news organizations and delegates go Live from the Republican and Democratic conventions. And we have seen in Minnesota and Dallas how Live can shine a light on important moments as they happen.”

    At Fortune‘s Most Powerful Women International Summit in London, Nicola Mendelsohn, VP EMEA at Facebook, predicted that the Facebook newsfeed will be all video in 5 years. “It will definitely be mobile. It will probably be all video,” Mendelsohn said. “I just think if we look, we already are seeing a year on year decline in text. We’re seeing a massive increase as I’ve said on both pictures and video. So yeah, if I was having a bet, I would say video, video, video.”

    “When you think about what’s happening on video on our platform we’re really excited by the production and consumption of video and we’re seeing the full range from people posting the things in their personal lives; the power of what a mobile phone can produce and distribute now is pretty incredible when you compare it to just a few years ago to some of the most sophisticated content producers in the world producing for us,” added Sandberg.

    Facebook Focuses on Search

    Facebook is moving into the search space aggressively, definitely to help it compete with Twitter and perhaps even Google in the future. Facebook launched true keyword search in late 2014 that allows users to search not just profile names or just your friends posts, but also everyone’s public posts. And, if you didn’t know, all postings default at public, which means that anyone can search for your posts.

    The first goal for Facebook with search is to become more like Twitter, where people post their thoughts, feelings and most importantly news reports, especially the on-the-scene kind. When the next plane lands in the Hudson, Facebook wants the survivor standing on the wing to use their platform to post about this breaking news, not Twitter. More precisely, Facebook wants you to use Facebook Live to stream your personalized live news coverage.

    “We’re making good progress on core services within the Facebook app, like Search,” Zuckerberg stated. “A growing way people use search is to find what people are saying about a topic across the more than 2.5 trillion posts in our network. Now, people are doing more than 2 billion searches a day, between looking up people, businesses and other things that they care about. Continuous, steady improvement to services like search are an important part of helping people connect and realizing our mission.”

    He also said this in minimizing their true plans, in my opinion.

    So I’d say we’re around the second phase of that in search now. We have a pretty big navigational use case where people look up people and pages and groups that they want to get to and look at and search. One of the big growing use cases that we’re investing a lot in is looking up the content in the ecosystem and that is an area that we’re very excited about which helps people find more content.

    But certainly there’s a reasonable amount of behavior in there which is looking for things that over time could be monetizeable or commercial intense and at some point we will probably want to work on that but we’re still in the phase of just making it easier for people to find all the content they want and connect with businesses organically.

    But what’s their next goal? Facebook has certainly focused on the business use of their platform as they continue to look for monetization opportunities. My guess is that Facebook will seek to compete with LinkedIn as the business platform of record.

    Over the last few years LinkedIn has certainly moved from a glorified directory of business professionals to a platform for business related news, conversation and connection. Facebook has the platform but would need to figure out how to easily separate family life from business life, which could be done rather easily. With Microsoft buying LinkedIn, Facebook will be highly motivated to compete.

    Next up for Facebook Search would be to compete with Google. Why… you ask? Because Google has a market cap of $520 billion, with the majority of that credited to its search business, while Facebook has a market cap of $362 billion. More importantly, it’s about revenue and profit. In 2015, Google had $75 billion in revenue and $16 billion in net income while Facebook had $17 billion in revenue and $3.6 billion in net income.

    Google tried to compete with Facebook with Google+ and it failed miserably, but that’s because it’s harder to get people to change their social habits than it is their search habits. You don’t need your friends to use Facebook Search in order for you to find it useful, but you definitely need your friends to move to a new social platform to make it work for you. That was Google’s dilemma, but it won’t be Facebook’s.

    “Since it refocused on keywords, Facebook is now seeing 2 billion searches per day of its 2.5 trillion posts,” stated TechCrunch writer Josh Constine. “That’s compared to 1.5 billion searches per day in July 2015, and 1 billion in September 2012. That’s a 33% climb in just 9 months.”

    That’s lets than half a reported 3.5 billion searches per day on Google. The difference is that Google’s searches are monitizable, while Facebook searches, not so much. However, this must scare the heck out of Google because it shows how ingrained people are to use Facebook for search. Therefore, over time I predict that Facebook will add web indexing to it’s search engine. They already have 3.5 billion searches, why not open up search to everything and in the process open up a huge monetization opportunity.

    One other prediction, Facebook will disconnect its search app from just Facebook.com, just like they did Messenger. Then, voilà, Facebook is competing with Google.

    Making Instagram Stronger

    Instagram was purchased by Facebook for $1 billion while it was just getting off the ground. It is now center to its plans on connecting with everyone in the world on a constant always on basis. That’s why Instagram is so important to Facebook, it has a foothold with younger people and its active user base is not a clone of Facebook’s, so it expands the corporate Facebook’s universe of connectivity and engagement.

    “Over the next five years we are working hard to build ecosystems around some of our newer products,” said Zuckerberg. “Instagram now has more than 500 million monthly actives, with more than 300 million daily. Now we’re working to make the experience more engaging.”

    He said that when Instagram, despite user pushback, began to rank its feed in order to improve the experience, that they are already seeing a “positive impact” with people spending more time and share more content within the platform.

    As always, business is important to Zuckerberg as well. “We’ve also introduced our advertising tools on Instagram and we’re seeing marketers engage with people in creative and innovative ways.”

    Messaging with Messenger & WhatsApp

    “In the two years since we separated Messenger from the main Facebook app — which was a controversial decision at the time — we’ve improved performance and given people new ways to express themselves,” commented Zuckerberg. “Now, for the first time, more than 1 billion people are using Messenger every month.”

    Facebook sees a huge opportunity with messaging because it moves them closer to their goal of connecting everyone on a constant always on basis. That’s why they paid $22 billion for WhatsApp, which is a service that barely had a business model.

    “I’m also happy with the updates we’re making to WhatsApp — which also has a community of more than 1 billion people,” said Zuckerberg. “This quarter we launched new desktop apps and end-to-end encryption, and millions of people are using WhatsApp’s voice calling features.”

    Facebook has big plans for messaging because not only does it help them bring even more people into Facebook’s universe, but it moves them into the business space, where Facebook desperately wants to be, because that’s where the money is.

    “The scale we’ve achieved with our messaging services makes it clear that they are more than just a way to chat with friends,” Zuckerberg noted. “That’s why we’re also making it easier for people to connect with groups and businesses as well. We are going to keep focusing on this over the next several years.”

    Facebook owned messaging has now taken over standard text messaging according to Zuckerberg.

    “Between Messenger and WhatsApp I think we’re around 60 billion messages a day which is something like three times more than the peak of global SMS traffic.”

    It’s incredible to think that Facebook now owns the messaging space. Who would have thought that 3 years ago?

    New Technologies

    “I’m also excited about the early progress we’re making on our 10-year initiatives,” said Facebook CEO Mark Zuckerberg during their recent earnings announcement. “We are investing in new technologies to give more people a voice — including the 4 billion people around the world who aren’t yet online — and helping more people take advantage of the opportunities that come with the internet.”

    Facebook is seeking to connect everyone in the world, regardless of any obstacle. It’s a long term plan, but Facebook is on it.

    “One of the biggest opportunities to grow our community is in developing countries where connectivity is less advanced than what we take for granted here at home,” Zuckerberg said. “So over the past couple of years, we’ve began making steady improvements to our apps to make them work regardless of the device or connection people are using. We also built a light-weight version of our Android app, called Facebook Lite, that is tuned to work on 2G networks and is now used by more than 100 million people.”

    Virtual reality is another huge area of investment for Facebook, especially with their $2 billion purchase of Oculus. They see VR as an extension of connecting and sharing. Know one really knows the future of VR, but it will be deeply engrained in advertising in the future and since all of Facebook’s revenue comes from advertising, they need to be in this space.

    “We believe that virtual reality can help people share richer experiences and help everyone understand what’s going on around the world,” said Zuckerberg. “It’s really early for us in VR but we’re hitting some important milestones. As of the second quarter more than 1 million people a month are using Oculus on mobile phones through our Gear VR 4partnership with Samsung.”

    Zuckerberg also commented on the potential revenue importance of their investment in VR:

    “More than 300 apps are already available at the Oculus store for Gear VR, we’ve filled all of our pre-orders for Oculus Rift and we are seeing increasing demand from retail as stores plan for the holidays. While it’s still early for augmented reality, we’re doing AR research and are seeing lightweight versions of AR technology today in mobile apps like MSQRD.”

    Facebook is Just Getting Started

    “So that’s a recap of the progress we’re making in our 10 year plan,” said Zuckerberg. “We have a saying at Facebook that our journey is only 1% done — and while I’m happy with our progress, we have a lot more work to do to grow our community and connect the whole world. That means making big investments and taking risks — focusing not just on what Facebook is, but on what it can be.”

  • Dollar Shave Club Sells For $1 Billion, What a Remarkable Story

    Dollar Shave Club Sells For $1 Billion, What a Remarkable Story

    Dollar Shave Club (DSC), founded just 5 years ago, has been acquired for a reported $1 billion in cash by U.K. based Unilever. DSC was launched in March 2012 by Mark Levine and Michael Dubin and is based in Venice, California which is next to Santa Monica outside of Los Angeles. Michael Dubin will continue to serve as CEO of DSC. Unilver approached Dollar Shave Club about the acquisition, according to Dan Primack of Fortune.

    Dollar Shave Club had a simple concept that resonated with men, “Shave Time, Shave Money”, and launched with a YouTube video that immediately became a viral hit. As of today, it has been viewed nearly 23 million times.

    If the price is accurate, it will be one of the largest in e-commerce history, with the most expensive acquisition being Zulily in 2015, purchased by Liberty, owner of QVC, for $2.4 billion. DSC had 15% of the men’s razor cartridge market share in the U.S. last year, according to investor David Pakman who is a Partner at Venrock, which was the original investor in Dollar Shave Club. DSC received $163.5 million in 5 Rounds from 21 investors prior to the acquisition.

    Michael Dubin, founder and CEO of Dollar Shave Club, added: “DSC couldn’t be happier to have the world’s most innovative and progressive consumer-product company in our corner. We have long admired Unilever’s purpose-driven business leadership and its category expertise is unmatched. We are excited to be part of the family.”

    The company in less than 5 years has not only transformed the shaving category but has singlehandedly supercharged the consumer products subscription category. DSC has over 3.2 million members with revenue of $152 million in 2015 and on track to exceed $200 million in 2016. The Dollar Shave Club brand has also transformed from a single razor to a multi-products lifestyle brand that includes other branded products such as Wanderer, Big Cloud, Boogies and One Wipe Charlies.

    “Dollar Shave Club is an innovative and disruptive male grooming brand with incredibly deep connections to its diverse and highly engaged consumers,” said Kees Kruythoff, President of Unilever North America. “In addition to its unique consumer and data insights, Dollar Shave Club is the category leader in its direct-to-consumer space. We plan to leverage the global strength of Unilever to support Dollar Shave Club in achieving its full potential in terms of offering and reach.”

    Using Digital Disruption to Establish a Direct Customer Relationship

    David Pakman posted this slide from the original Series A Dollar Shave Club Pitch Deck saying “His plan was grand, but his formula was simple…”

    Screen Shot 2016-07-20 at 2.50.20 PM

    “I’ve been telling the Dollar Shave story lately as a way to describe the disruption possible when a company uses digital technology to establish a direct relationship with a customer,” said Ted Schadler in his blog. Ted is Vice President & Principal Analyst at Forrester Research. “Dollar Shave Club is in its customers’ daily shower and conscientiousness. It’s a digital disruptor, not because it has a revolutionary product, t’s because it has a revolutionary relationship.” He adds that digital disruption starts with a direct customer relationship.

    “In the age of social media, brands must become direct-to-consumer in order to know their own customers,” said Pakman in a blog post giving his insider take on the business. “Success has many fathers, but in this case, there is only one.”

  • Uber Hits 2 Billion Rides Milestone

    Uber Hits 2 Billion Rides Milestone

    Uber reached the 2 billion ride milestone on June 18, just 6 months after hitting 1 billion according to Uber CEO Travis Kalanick. “It took five years to reach our billionth trip, six months to reach the next billion … and we’ll hopefully reach our third even more quickly,” Kalanick said in a Facebook post. “Thanks to all the drivers out there for making every trip possible.” This equates to a pace of roughly 5.5 million completed trips per day.

    Kalanick said that “in that single second a month ago, 147 Uber rides started—tying for our two billionth trip.” He emphasized the worldwide reach of Uber today. “These trips happened in 16 countries on five continents, from Costa Rica to Russia and from China to Australia. The longest of the bunch lasted more than an hour as the rider and driver worked their way across Jakarta, Indonesia’s capital. The shortest, a POOL trip in Changsha, China, lasted just three minutes.”

    Uber is now in 450 cities around the world. So what’s the reward for the lucky 147 drivers and riders? “We’re giving $450 to each,” said Kalanick.

    With Uber’s continued growth, the company is likely to increase its current pace of 2 billion rides a year. Its emphasis on China should only accelerate growth, where it is in desperate competition with China’s ridesharing leader Didi Chuxing. China is now Uber’s biggest market in the world when measured by number of rides and amazingly accounts for a third of its business worldwide. “We are number two in China, which means that we still have a ways to go,” Kalanick told FT earlier this year. “But we are putting everything on the field.”

    Last year Didi Chuxing arranged 1.4 billion rides in China, more than Uber has done worldwide in its history up until its recent 2 billion ride announcement.

  • Prime Day was Biggest Day in the History of Amazon

    Prime Day was Biggest Day in the History of Amazon

    Amazon knocked it out of the park on yesterday’s Prime Day with customer orders surpassing Prime Day 2015 by more than 60% worldwide and more than 50% in the United States. Amazon said it was also the biggest day ever for Amazon devices globally and set sales records for every Amazon device category including Kindle, Alexa, Fire TV, and Fire Tablets. Globally, the Fire TV Stick was Amazon’s best-selling device.

    “Prime itself is the best deal in the history of shopping, and Prime Day was created as a special benefit exclusively for our Prime members,” said Greg Greeley, Vice President, Amazon Prime. “We want to thank our tens of millions of members around the world for making this the biggest day in the history of Amazon. We hope you had as much fun as we did. After yesterday’s results, we’ll definitely be doing this again.”

    Small businesses and selling partners on Amazon with Prime deals had nearly triple year-over-year sales, both worldwide and in the US. “We offered customers our best products at great deals and they responded in a big way,” said Dov Brafman, CEO of Sharkk, which offers cool and unique audio solutions and other consumer accessories. “Prime Day helped us reach our highest sales day ever.”

    “Sales were much higher than I was expecting with that 60% growth rate,” says R.J. Hottovy on CNBC. Hottovy is a Consumer Equity Strategist at Morningstar. “That will probably put the company ahead of where it was last year. You are talking about sales in the $500 to $600 million range for this day alone. The real take-a-ways for me are that international markets seem to be adopting Prime and competing sales from the likes of Walmart don’t seem to be impacting Amazon sales at all. We estimate there are more than 70 million Prime members globally, about 80% of that, or 56 million, coming from the US. What it has shown is that there is real stickiness to this business.”

    The real impact of Prime Day for Amazon is not sales but in enticing more “sticky” Prime memberships. “Sales are really besides the point, it’s about driving Prime membership,” said Shelly Banjo of Bloomberg. “One estimate had Amazon adding 6 million Prime members. What that does is lock you in an average of 7 years according to one estimate. Prime is Amazon’s secret sauce.”

    People get “hooked on Prime” she says and no longer making shopping lists to go to Walmart or somewhere else. Instead they think of something to buy and with a couple clicks of the phone it’s done.

    Below are the complete Prime Day 2016 stats provided by Amazon.

    Prime Day 2016 highlights globally:

    • Sold over 2.5x more Amazon Fire TV devices compared to Prime Day last year – Fire TV Stick was the best-selling Amazon device.
    • More than two million toys and more than one million pairs of shoes were purchased by customers on Prime Day 2016.
    • More than 90,000 TVs were purchased on Prime Day 2016.
    • Hundreds of thousands of Kindle e-readers sold on Prime Day.
    • Prime member orders on the Amazon app surpassed Prime Day 2015 mobile app orders by more than 2x.
    • More than a million customers used the Amazon app for the first time on Prime Day to shop and to watch-a-deal.
    • The Prime Photos sweepstakes had two million submissions worldwide during the lead-up to Prime Day, the winner will be randomly selected on or about July 14.

    Prime Day 2016 highlights from the US:

    • Amazon devices were up over 3x compared to Prime Day last year.
    • Biggest day ever for Amazon Echo – up over 2.5x compared to previous record day.
    • The most popular Amazon Dash Button brands purchased on Prime Day were Cascade, Charmin and Tide.
    • Members purchased over 215,000 Instant Pot 7-in-1 Multi-Functional Pressure Cookers.
    • Members purchased over 200,000 headphones.
    • Members purchased over 24,000 Double Hammocks by Vivere.
    • Members purchased over 23,000 iRobot Roomba 614 Vacuum Cleaning Robots.
    • Members purchased over 14,000 Lenovo laptops.
    • Members purchased on average one Alexa-exclusive deal per second during Prime Day using their voice.
    • Prime members had exclusive access to deals on top rated TV series and blockbuster movies to rent or purchase and instantly stream on the Amazon Video app on TVs, mobile devices, Amazon Fire TV, Fire TV Stick, and Fire tablets, or online – the top three Prime Day deal titles purchased or rented were: Deadpool, Kung Fu Panda 3 and 13 Hours: The Secret Soldiers of Benghazi.
    • Customers saved over $1 million on Kindle Unlimited memberships on Prime Day and the Prime Day Lead-up Deal on July 5.
    • The most selected Audible audiobook on Prime Day was A Game of Thrones: A Song of Ice and Fire, Book 1.

    Fire TV Stick was Amazon’s best-selling device globally. Other top sellers around the world, excluding Amazon devices were:

    • U.S.: Instant Pot 7-in-1 Multi-Functional Pressure Cooker
    • UK: Oral-B Pro 6000 CrossAction Electric Toothbrush with Bluetooth Connectivity and Smart Series
    • Spain: SanDisk USB memory stick
    • Japan: Calbee Breakfast Cereal 800 grams
    • Italy: Lexar JumpDrive
    • Germany and Austria: Tefal Jamie Oliver Frying Pan
    • France and Belgium: Game of Thrones DVD – season 1 to 4
    • Canada: Sennheiser HD 598 Special-Edition Over-Ear Headphones
  • What eBay’s Pricing Data Can Teach Small Businesses

    What eBay’s Pricing Data Can Teach Small Businesses

    “How do you price your good or service? It’s one of those questions that you have to have an answer for on day one. And you really, really want to get the right answer,” says John Henry, entrepreneur, venture capitalist and host of eBay’s Open for Business Podcast. “It all starts back in 2008 when a guy named Terry Kniess did something on The Price is Right that hadn’t been done in four decades. He did something that every business owner can learn a valuable lesson from.” What the now legendary Terry Kniess did was “guess” the exact price of $23,473 to win the Showcase prizes in 2008.

    What did Terry Kniess and his wife do that entrepreneurs can learn from? Study the data. Once Kniess and his wife decided to attend a Price is Right taping they decided that it would be a good idea to study the show by recording episodes and watching the show looking for clues. “After we decided that that was where we were going to go, I said if we’re going to the Price is Right, let’s do it correctly,” Kniess told Henry. “I said, let’s study the show, and we’ll go in the fall.”

    “We’d sit down every night and watch the show and look at the prizes that were up for grabs that day, and we started making a little mental list, of ‘Oh, this has been on before,” said Kniess. “And the first thing we noticed, was that the prizes repeated… and the prices never changed!” That key piece of information was the trick that Kniess used to predict the price of his showcase. “Do your homework. Do your homework. Do your homework.”

    Lesson One: Do Your Homework

    “Do your homework sounds really simple, but it can feel daunting when you’re first starting out,” stated John Henry, the 23-year-old Dominican-American entrepreneur and founder of the startup accelerator Cofound Harlem and the podcast host. “How do you go about taking all the work and expense, the blood, the sweat, and the tears you’ve put into your business, and distilling all of that into a single number, the price of your product?” Henry noted that picking the wrong price can be disaterous, even leading to business failure. He says, “Do your homework. That’s lesson one. Everything starts there. The thing is, doing your homework used to take a lot of time. In the past, companies had to send people to actual physical stores all over the country, in order to get information about their competitors’ prices and set a baseline number. Now there are tons of e-commerce sites that can help you find the right price. And one of those sites is eBay.”

    “I like to think of eBay as sort of like the Kelley Blue Book of everything,” stated Zoher Karu, Chief Data Officer at eBay. “We have such a vast number of items for sale. I think it’s around 900 million now, and eBay, of course, has brand new inventory, but it also has, for example, last season’s model. Or it has maybe a refurbished version. The used version. So it’s that breadth and depth of inventory and sales histories that allows us to think of the Kelley Blue Book of everything.”

    In essence, eBay should be used to validate all of your product price points before you add them to your ecommerce website or on eBay itself.

    “If you do it right, you can bear fruit for a long time, and if you do it wrong, which is what happens in most cases, you’re digging out of a hole for a long time,” commented Mickey Goodman, who has worked for Kraft and Unilever and has taught classes on pricing strategy at NYU Stern and is now a Professor of Business & Entrepreneurship at Savannah College of Art and Design. Henry points out that most small business owners do something called “cost-based pricing,” and it’s a really bad idea. “Let’s take it back to when I was setting prices for dry cleaning at my first company, Mobile City,” explained Henry. “I called all the dry cleaners in the area, and pretended to be an interested customer. I asked how much for a shirt, how much for a blazer. Eventually, they’d get suspicious and stop giving prices to me over the phone, so I’d get my girlfriend at the time to call. And then, once I knew the price range I was working with, I decided to charge just a little bit more for the service than what it cost me to provide it. In business speak, this is called “cost-based pricing.” And in my case, and lots of other cases, it’s a mistake.”

    “That’s what people intuitively do because it kind of makes common sense, which is you take your costs and you say ‘I’d like to make a 20% profit,’ you know, whatever it is,” replied Goodman. “And you add 20% to your costs and you say here’s my price.”

    Henry drives the point home with a personal story that all business owners can learn from:

    “If you go the cost-based route, you risk underselling yourself and leaving a lot of money on the table. It can cost you your business. It nearly cost me mine. I remember sitting in the living room with my Pops. I was crunching the numbers. I usually did it every Sunday and I realized I was gaining customers, but actually losing money. And that’s because I simply was not charging enough. I called a mentor of mine, and I’ll never forget what he told me. He said, ‘John, you’re delivering five star quality at McDonald’s prices.’ That conversation saved my company. The very next day, I immediately raised my prices. And while I lost a bunch of my customers at first, I ultimately found a new clientele that weren’t as price sensitive. They were happy to pay a premium for the service I provided. This brings us to lesson two: don’t set a price based on what it costs you to make something. Instead, set the price based on what your customers think that thing is worth. This is what Mickey calls “value-based pricing.””

    Lesson Two: Use Value-Based Pricing

    “It’s based around the concept of you know when people are buying a good or service it’s ‘cause it’s fulfilling some need for them,” stated Goodman. “Now at the most basic level if they’re thirsty and they buy a bottle of water the need is that they were thirsty.” Henry replied, “So lesson number two: value-based pricing. Price your product based on how much it’s worth to your potential customers.”

    There is also the question of how to determine value. Jon Wirt, Head of Marketing for Pushd, tests the market for its new products by having people come in and give their feedback on the product, price and value. “How much do you think this costs to buy and what is the max you personally would pay for it,” Wirt asked a beta tester in reference to their new digital picture frame product called the Aura.

    Tester: “I think something like this is probably worth $150. I would not pay more than more than $225.”

    Wirt tells the beta tester the actual price is $399.

    Tester: “Yeah, that’s expensive for the size. I could see if it bled all the way up to the end, I would consider paying $399, but as-is I wouldn’t pay $399.”

    “It’s a weird experience to come in and do that,” Wirt said. “Like, you came into a beta test, you’re getting paid, you’re using something that’s half finished in a room where I’m videotaping you and writing down notes. It’s like an awkward experience. And then you’re like guessing this number. I don’t expect them to get it right.”

    “I have to ask, you’re framing it like they’re getting the answer wrong,” stated Frances Harlow, Branded Content Producer at Gimlet Media and one of this podcasts producers. “But what if you guys are getting the answer wrong and how do you know that you’re not getting the answer wrong?” Wirt replied, “Until you launch, you don’t really know.” Harlow added, “What Pushd is facing is a problem that lots of business owners face. When we consumers are presented with a product, we naturally and immediately make mental comparisons. We ask ourselves, ‘What is this thing like?’ And then we form our opinion about what the price should be. And in the beta testers case, I got a clue about how this works when Jonathan brought up the iPad, and the tester described his mental comparisons.”

    Lesson Three: Manipulate Your Comparisons

    “And this challenge that Pushd is facing gets to our third lesson,” stated Henry. “As a business owner, you have to manipulate your comparisons.” Henry elaborated, “Position your product in the marketplace so when people inevitably compare it to similar products out there, they’ll feel like they’re getting a good deal.”

    “What you want to do is differentiate your offering so much that there is no straightforward comparison,” added Ruth Bolton who is Professor of Marketing at the W.P. Carey School of Business at Arizona State University and formerly worked in R&D at Verizon for years helping them with their pricing. “You have something that’s somewhat unique.”

    “There’s always, in a sense, a competitive offering in that there’s some substitute that the customer will make if they can’t buy the service or the product that you’re offering,” said Bolton. “So it really comes down to kind of benefits per dollar.”

    “One other point about manipulating comparisons — or the kinder, gentler way of saying it: creating favorable comparisons,” added Harlow.” One way to position your product in the marketplace is to literally position it, in the right environment. So with Pushd, they want you to think “fancy home decor” when you see the Aura.”

    “Well if they want to do that, it might just be helpful to put them in a “fancy, home decor” showroom with the Aura, not a startup’s temporary office space,” said Henry. “And there’s one more thing Ruth would do differently, she doesn’t ask open-ended questions about prices, the way that Jonathan does at Pushd. What she would do is ask each customer a single yes or no question.” Bolton responded, “Would you buy it or not and then you do it with somebody else, would you buy it or not?”

    “You don’t push back and you don’t ask how they arrived at that number,” said Henry. “And that’s because it’s more realistic. With pricing, it’s almost always a yes or no question. Would you buy it or not?” Bolton added that “you start varying the price and so you can kind of sort of start to figure out, what the shape of that demand curve is.”

    “The shape of the demand curve is what we’ve been talking about this whole time… how to set a price,” said Henry. “There is no guaranteed way to pick the perfect price, but there are concrete steps you can take to get close.”

    John Henry’s four steps to picking the perfect price:

    1. Do your homework. The good news? It’s now easier than ever with all the data we’re gathering from e-commerce sites, like eBay. That will give you a range of prices.

    2. Once you’ve found that range, be bold. Pick a number that reflects the value you bring to your customers, not just your own production costs.

    3. Create favorable comparisons. Position your product so that customers feel like they’re getting a fair deal, and one way to position your product is to pay close to attention to how you’re physically positioning it.

    4. Be prepared to repeat steps one through three. Prices change. They’re dynamic. That’s part of why they’re so hard to set in the first place. Even on the Price Is Right. After Terry’s spectacular win,, the show’s producers switched it up. The show now features all-new prizes, and guess what? Their prices change.

    Listen to the full podcast here:

  • All Websites Should be Using AMP

    All Websites Should be Using AMP

    John Mueller, a Webmaster Trends Analyst at Google in Switzerland, confirmed what everybody is thinking, Google and the AMP Team ultimately intends for almost all sites to display AMP versions for mobile devices. “If you ask the AMP team, they will tell you that all websites should be using AMP, “Mueller said in replying to a question from a Hangout participant. “So to some extent, I can see that making sense. It’s definitively one way to make really fast websites, or websites that load almost instantly.”

    “If you’ve been holding off because you’re saying, well, my website doesn’t need this, then maybe it makes sense to take a look again and see what it does now,” Mueller said. “So at the moment, we only show it for the kind of in the news, carousel on top, the top stories and that’s something where I expected to kind of expand to other parts of the search results as well.”

    Meuller was also asked about the recent news about eBay adopting AMP, “I think with the eBay one, even though it was an AMP, they couldn’t add to cart, or something like that,” responded Mueller. “They didn’t have that functionality on the site.”

    “There’s definitely some things that don’t work so well with AMP at the moment,” says Meuller. “But it’s an open source project, so I think people from eBay are active there as well, making new components and that’s something that I expect to evolve over time.” The Webmaster Trends Analyst added, “I am really happy that someone like eBay is taking the time to do these kind of experiments, because even if they’re not showing in search yet, we can’t get there without people actively trying things that kind of go past what’s possible now.”

    “I imagine if someone like eBay can get it to work for their site, which is really dynamic, which requires a lot of interaction, then that’s something that’ll be possible for a lot of other sites as well,” concluded Meuller.

    Check out the discussion in the Google Hangout video below:

    Ebay clearly believes that AMP is for more than just publishers and thinks it would be great for all kinds of websites and especially for ecommerce. “The speed aspect was very critical for us, and we wanted to do more for speed,” stated Senthil Padmanabhan, Principal Web Engineer at eBay. “That is when we ran into AMP.”

    The AMP project was announced around the same time we started the initial brainstorming for browse. It seemed to resonate a lot with our own thinking on how we wanted to render the new experience. Although AMP was more tuned towards publisher-based content, it was still an open source project built using the open web. Also, a portion of the traffic to the new browse experience is going to be from search engines, which made it more promising to look into AMP. So we quickly pinged the AMP folks at Google and discussed the idea of building an AMP version for the browse experience, in addition to the normal mobile web pages. They were very supportive of it. This positive reaction encouraged us to start looking into AMP technology for the eCommerce world and in parallel develop an AMP version of browse.

    Today we are proud to announce that the AMP version of the new browse experience is live, and about 8 million AMP-based browse nodes are available in production. Check out some of the popular queries in a mobile browser — Camera Drones and Sony PlayStation, for example. Basically adding amp/ to the path of any browse URL will render an AMP version (for example, non-AMP, AMP). We have not linked all of them from our regular (non-AMP) pages yet. This step is waiting on few pending tasks to be completed. For now, we have enabled this new browse experience only in mobile web. In the next couple of weeks, the desktop web experience will also be launched.

    “We are excited to partner with Google and everyone else participating on the AMP Project to close the gap in launching a full-fledged eCommerce experience in AMP,” says Padmanabhan. “We have created a combined working group to tackle the gap, and we will be looking into these items and more.” The items Padmanabhan is referring to include smart buttons, input elements, advanced tracking and A/B testing. “With items like these in place, AMP for eCommerce will soon start surfacing.”

    “We will also be looking into creating a seamless transition from the AMP view to a regular page view, similar to what the Washington Post did using Service Workers.” Padmanabhan added. “This will enable users to have a complete and delightful eBay experience without switching contexts.”

    “We are on our path to making eBay the world’s first place to shop and this is a step towards it,” concluded Padmanabhan.

  • Twitter Dashboard – New Tool for Businesses to Connect with Customers

    Twitter Dashboard – New Tool for Businesses to Connect with Customers

    Twitter announced a useful new tool today that helps businesses better connect with customers and community. Twitter Dashboard is a free iOS app as well as a desktop platform that is designed to become the Twitter platform for business. The Dashboard is especially helpful for small businesses which don’t have the use of expensive third party tools or outside consultants to manage their Twitter image and Twitter related marketing. Twitter is hoping that the Dashboard encourages business owners to engage with Twitter more and make Twitter more mainstream in their marketing.

    The Twitter Dashboard provides businesses a clear view of what’s being said about them at any given time via a custom feed so that business owners can react and engage authentically in realtime. The app also lets a business schedule Tweets, edit Tweets and provide analytics related to the businesses use of Twitter. The idea is to help business owners and others working in a small business the opportunity to react and communicate with their customers quickly whether in the office or out.

    Screen Shot 2016-06-28 at 4.02.40 PM

    One idea Twitter posted about is for small businesses to schedule Tweet tips related to their business in order help start the conversation and engage their followers. For example:

    “If you work at a restaurant, a tip like, “Your team is as unique as your business. Tweet a surprising fact about one of your team members,” might remind you to share some recent recognition your chef received. Or, if you’re an interior designer, seeing, “Share the love. Like and Retweet kind words from your customers,” might prompt you to Retweet a customer’s excited reaction to one of your recent projects.”

    Twitter asked some businesses to comment on how they would integrate Twitter Dashboard into their marketing:

    Being able to easily schedule Tweets and manage my queue with Twitter Dashboard is critical to staying on track with our engagement campaigns on Twitter.
    Logan Robinson, Social Media Manager, @GarnetandGold:

    From our first use we could tell Twitter Dashboard would become an essential tool for our business. Not only is scheduling Tweets now a seamless experience, but having access to a custom timeline is helping us identify the best opportunities to engage with our customers and potential customers on Twitter. — Jeff Kitchen, Online Community Manager @Crutchfield

  • Hard Rock Las Vegas Credit Card Data Scraped

    Hard Rock Las Vegas Credit Card Data Scraped

    The Hard Rock Hotel & Casino in Las Vegas discovered a major breach of their credit card processing data with card scraping malware placed on its payment-card system. Cardholders who purchased anything at Hard Rock Las Vegas including restaurant and retail outlets between October 27, 2015 and March 21, 2016, could have been affected. The popular Las Vegas party resort popular with celebrities first noticed irregularities in May.

    The Hard Rock described the data that was taken:

    “The investigation identified signs of unauthorized access to the resort’s payment card environment. Further investigation revealed the presence of card scraping malware that was designed to target payment card data as the data was routed through the resort’s payment card system. In some instances the program identified payment card data that included cardholder name, card number, expiration date, and internal verification code. In other instances the program only found payment card data that did not include cardholder name. No other customer information was involved.”

    “Once again, we see another hotel being breached by what is suspected to be malware that was placed on a payment-card system,” stated John Christly, who is a Cybersecurity Evangelist at Netsurion. “Customers like this need to understand that they are in a digital war with the hackers that want this type of data.” Christly bluntly calls this “a a war that is being won, in many instances, by these hackers and that absolutely needs to change.”

    Zach Forsyth, Director of Product Strategy at Comodo tells us why hospitality organization are targeted by hackers:

    “Hospitality organizations are ideal targets for the cybercriminal today because they handle highly valuable personal and financial information—the proverbial goldmine for the cyberthief. Large, well-known chains are even more susceptible targets due to the sheer volume of data that they store and share.

    Unfortunately, many of these companies have antiquated IT security technology in place, which is an easy workaround for the hackers. It’s a harsh reality that the technology some organizations use today is as effective as installing a home security system that alerts you to a break-in after the robbers have already stolen everything, vandalized the house and left. By then, it’s too late. The focus for IT departments needs to be on protection, not detection, and installing modern secure Web gateways and advanced endpoint protection solutions that can stop malware and cyberattacks from compromising data and negatively impacting their businesses and customers.”

    “We advise our customers that any business, regardless of size, that processes payment data or offers free Wi-Fi to guests, is a lucrative breach target, but it’s still no secret that large brand name companies like Hard Rock are unfortunate targets for hackers— enticing them with large quantities of valuable information such as credit card data for patrons, sensitive employee data for staff, and sometimes even medical data used by in-house care facilities, added Christly. “Many recent breaches have involved malware that, once installed, works to steal sensitive data.”

    “There’s no silver bullet strategy to defend against every threat. However, a strong line of defense is making sure that data doesn’t leave the network without the admin’s knowledge and if data is sent out, it only goes to verified Internet addresses. This is where having a relationship with a managed security provider can help, since it is very difficult to defend against the emerging threats of today’s cybersecurity world on your own.”

    According to the Wall Street Journal, “In the past year, Hyatt Hotels Inc., Starwood Hotels & Resorts Worldwide Inc. and Hilton Worldwide Holdings Inc. all reported data breaches of their credit and debit-card processing systems.”

  • Fortunately, Uber Didn’t Kill Surge Pricing… It Simply Took the Math Out of it!

    Fortunately, Uber Didn’t Kill Surge Pricing… It Simply Took the Math Out of it!

    Uber announced today that they are in the process of rolling out a change to their surge pricing concept, going to a fixed upfront price instead. It doesn’t actually change the price to the rider, but it doesn’t require a mathematical calculation either. It’s clearly targeting people who hate surge pricing. Uber even mocked its own surge pricing policy in a blog post, “Imagine buying an airline ticket without knowing the full fare until the end of your trip. Or booking a hotel room online and being told that the real price would be 1.3X. Yes, that sounds odd—but it’s what happens with many Uber trips today.”

    Uber has been using upfront pricing with its uberPOOL service since it launched two years and has had good reactions from riders. uberPool now accounts for over 20 percent of all rides globally, according to Uber.

    The company is clearly trying to release pressure that’s been building against surge pricing with some customers and with certain governments. Since the price is still surging, Uber apparently hopes that by taking the math work out of the equation people won’t hate it as much.

    Personally, I love surge pricing because it allows me to get an Uber when otherwise none would be available. For instance, on New Years Eve at 1 am no cabs are available in many cities, surge pricing from Uber and Lyft means I won’t have to sleep on the curb. Why people are against this is evidence of how horrible schools have become in teaching economics. People have this nonsensical idea that Uber is trying to cash in with surge pricing when in actuality it’s the only way to encourage more drivers to voluntarily start taking rides at times when there is high demand. I would rather pay more and get a ride than have a fixed price and have no Uber cars available.

    One of the changes to how riders use Uber is the need to input a destination. It’s optional now but will be required in order to calculate a fixed fare. Another variable that Uber must have considered is traffic, since the time it takes to get to a destination is crucial to pricing.

    Here are some reactions to this change and surge pricing in general:

    Thought this was funny, but this guy clearly doesn’t agree with me, he thinks Uber and Lyft are thieves. I wonder what he will think if surge pricing is eliminated and he can’t get a ride after leaving a club at 3 in the morning?

    Exactly, surge pricing allows rides to be available even during high demand. In parts of India surge pricing was suspended in an agreement with Uber and government. Dumb.

    How many times do I have to say it? Uber isn’t using surge pricing to increase its revenue, it’s doing it to entice more drivers to take rides when there are more ride requests than there are drivers! No surge pricing means no rides during busy times, which is anti-consumer, not pro-consumer. Sheesh!

  • Uber Now Profitable In Hundreds Of Cities Globally, But Spending It All On China

    Uber Now Profitable In Hundreds Of Cities Globally, But Spending It All On China

    The CEO of Uber, Travis Kalanick, told The Financial Times that Uber is profitable except for its investments in China and other new markets. Uber is in a fierce battle for market share as the number two ride sharing service in China behind Chinese company Didi Chuxing. China is now Uber’s biggest market in the world when measured by number of rides and amazingly accounts for a third of its business worldwide.

    “We have hundreds of cities that are profitable globally,” Kalanick said. “That allows us to invest in new places, and to sustainably invest in a very expensive place like China.” Uber had first-mover advantage in China but was quickly followed by Chinese company Didi Chuxing which was flush with investment capital and has now moved into over 400 cities, while Uber has only launched in 60 plus cities, but that is changing fast. Uber lost over $1 billion last year in China and may lose even more this year in order to launch in new cities and gain market share.

    China has 16 cities with metropolitan populations of over 10 million making market launches challenging and expensive. By comparison, the largest city in the United States, New York City, has a population of (only) 8.2 million. “We are number two in China, which means that we still have a ways to go,” Kalanick said. “But we are putting everything on the field.” According to FT, Uber’s CEO spent nearly one in five days in China. “Travis was personally invested in the success of Uber in China to a much greater degree than any other country,” noted Allen Penn, head of Asia operations at Uber.

    China was always thought of as a huge challenge for Uber, but with potentially huge rewards. “We like to go after the thing that seems impossible,” Kalanick told San Francisco based FT writer Leslie Hook. “It was pretty far-flung for us to try at that time – but that was also what made it exciting.”

    In order to combat difficult Chinese regulations targeting foreign owned businesses the company launched in China different than other Silicon Valley heavyweights like Google and Facebook, they created a separate company called Uber China and brought in Chinese investors. This has allowed Uber to do business in China without being hampered by unfair Chinese regulations that favor Chinese based businesses.

    That’s the good news. The bad news is that Uber competitor Didi Chuxing is dominating the market and out-competing Uber and has launched in many more markets. Last year it arranged 1.4 billion rides in China, more than Uber has done worldwide in its history.