Amazon is known as the “everything store.” But now more than ever, Amazon isn’t just about selling everything. It’s an everything business.
During its annual conference for Amazon Web Services users last week, the company introduced a range of cloud computing business services that layer on top of its cloud computing infrastructure. Not content to challenge entrenched enterprise players like IBM, Oracle, and Microsoft, Amazon signaled it would compete against newer data upstarts too, including data visualization companies Tableau and ChartCube.
Now more than ever, Amazon isn’t just about selling everything. It’s an everything business.
At the same time, Amazon was launching Handmade, an Etsy-like online marketplace for artisanal goods. Even as all of this was unfolding, Bloombergreported that Amazon is in the preliminary stages of launching an online live TV service to complement its popular Instant Video offerings, and it likely will run on its Fire TV hardware. And late last month, the company launched Flex, an Uber-like platform where on-demand workers could pick up shifts delivering packages.
The funny part is that these seemingly disparate businesses still represent but a fraction of the full range of the company’s ambitions. So just what the hell is Amazon up to?
The thing is, Amazon has always dabbled in many corners of the tech industry as it’s pursued its well-worn mantra of “growth before profits.” And that means the company is more than the world’s largest retailer. It’s also an Internet of Things company. A device maker. A payments company. The list goes on. Some bets, like its massive cloud computing service, Amazon Web Services, have proven hugely successful. Others, like the Fire phone, have …. not.
But throughout its history, Amazon has differed from its competitors in one distinct way. At key moments in its evolution, it has realized that innovations that have served it well internally likely would have a market externally as well. That realization has helped drive some of Amazon’s greatest successes.
“Along the way of building the world’s largest online retailer, Amazon has discovered some areas where it’s had to build some very unique things,” says ChannelAdvisor executive chairman Scot Wingo, an analyst who tracks Amazon closely. “As it has done that, it’s made the unusual decision to open up these innovations to third parties, whereas in the old, offline-world, you guarded those assets as proprietary and strategic advantages.”
In offering those advantages to others, Amazon has created a virtuous circle of success for itself and its business customers. In becoming the everything business, Amazon has become everything to many businesses, as well.
That certainly is true of Amazon’s cloud services. Theeffort started in August, 2006, when Amazon introduced the Elastic Compute Cloud (EC2). It gave users virtually unlimited computing power on the heels of a complementary offering called S3, which provides virtually unlimited data storage. Together these services formed the core of what’s known as Amazon Web Services.
As my colleague Cade Metz wrote in 2012, Amazon’s reasons for making its cloud public when it did is a bit of a mystery. (“The story of EC2 is like Rashomon,” he wrote.) But it wasn’t long before the company realized the potential of its vast cloud computing capabilities—and moved to monetize it.
Just six years after it launched, the company’s cloud computing infrastructure was estimated to run as much as 1 percent of the entire Internet. In April, the company broke out the financial details of AWS for the first time—revealing it was a massive $4.6 billion business.
Competitors—especially Microsoft and Google—are catching up. And though $7.3 billion is a huge number, it’s but a fraction of the nearly $200 billion Forrester sees as up for grabs for cloud services by 2020.
But Amazon’s cloud is still formidable. “[Its cloud services] grew close to 100 percent or more since last year,” says Jeffrey Hammond, principal analyst at Forrester. “All they need is another double and they are closing in on $15 billion—I think they will get there easily in the next 2 years, and $20 billion is not far beyond that.”
The strength of Amazon’s cloud business also helps it in other, less immediately monetizable ways. It gives Amazon a big stake in mobile, for instance. Though its Fire phone was a bust, Hammond points out that mobile developers who build iOS and Android apps still frequently use AWS for the backend connectivity and storage for their app data. “In that area, Amazon is increasingly competitive as a mobile infrastructure service,” he says.
Along with its digital infrastructure, one of Amazon’s less visible triumphs is its physical infrastructure, the fulfillment centers that power much of the company’s third-party marketplace. Says Wingo, “I would argue that if they split out their third-party marketplace, it would be another blockbuster.”
You may not realize that much of what is sold on Amazon is not sold by Amazon but by retailers who use Amazon as a storefront. Often, through a program called Fulfillment by Amazon, these merchants store their inventory in Amazon warehouses and rely on Amazon to ship their goods, often via Amazon Prime.
‘I would argue that if Amazon split out its third-party marketplace, it would be another blockbuster.’SCOT WINGO, CHANNELADVISOR EXECUTIVE CHAIRMAN
It’s another service that’s generating billions. Third-pary sales grew around 25 percent, year over year, in the third quarter of this year, according to ChannelAdvisor’s data, against an overall e-commerce backdrop of 15 percent growth. According to the company’s last earnings report, third-party merchants accounted for 45 percent of all items sold on Amazon during Q2, up from 41 percent last year. Though Amazon doesn’t report the dollar value of those sales, ChannelAdvisor estimated that third-party sellers accounted for 58 percent of the $48.3 billion in merchandise sold on Amazon sites during the quarter.
ChannelAdvisor also estimates that Amazon’s business is closing in on $10 billion per year in revenue from commissions on third-party sales—and that it’s making a profit on those sales. Meanwhile, the other big public marketplace, eBay, Wingo says, is growing low single digits. “Amazon is gobbling up market share,” says Wingo, adding that what Amazon is raking in is the equivalent of five to ten JCPenney e-commerce businesses.
So, yes, the 21-year-old company would seem to have its hand in everything, from producing Emmy-winning original content to enterprise computing to selling sneakers. Not every endeavor is successful. But like the best tech companies, Amazon knows how to iterate. If one thing doesn’t work, it tries another. And as the Fire Phone showed, it certainly doesn’t wait until its next product is perfect. But it turns out Amazon does have one pretty good gauge of what will become a big seller. If it works for Amazon, it’s going to work for somebody else, too. When you try everything, chances are, you’re going to get something right.
eCommerce is one dynamic sector that has revolutionized the way a consumer shops for goods and services in a mobile world. The basic goal of every eCommerce company is to bring the best of offline shopping experience to the online space, by offering the consumers a seamless way to discover the products they are looking for.
The avenue is taking a big leap towards becoming the facilitator of a more efficient, personalized, even automated customer journey with the introduction of cognitive technologies and the employment of ‘smart data’. Today, the most important area of focus in eCommerce is hyper personalization which could be facilitated only by learning consumer behaviour and making predictive analyses with the help of the huge amount of data collected from user activities on smartphones, tablets and desktops, and intelligent algorithms to process them.
Machine learning and artificial intelligence are no more restricted to personal assistance technology, smartphone companies are creating. They have flouted these conventions to disrupt a much wider space with limitless possibilities. One of the areas radically transformed by AI is eCommerce.
Following are a few key areas in eCommerce which can be transformed by the application of Artificial Intelligence, some of them are already in existence-
Visual Search and Image Recognition
It is an AI driven feature that enables users to discover what they want at the click of a button. All one has to do is, take a picture of what one likes and put it on the search bar of the eCommerce platform. The engine would then search through all the possible matches, rank them and prioritize them before placing the options before the user.
Recommendation is widely practiced by eCommerce companies to help customer find the best of what they are looking for. Recommendation algorithms work in multiple ways. For example, Amazon.com recommends its users depending on their activities on the site and past purchases. Netflix recommends DVDs in which a user may be interested by category like drama, comedy, action etc. eBay on the other hand collects user feedback about its products which is then used to recommend products to users who have exhibited similar behaviours. And this continues to evolve with several permutations and combinations in place.
At present, Intelligent Agent negotiation system has become a popular tool used in eCommerce with the development of artificial intelligence and Agent Technology. The three main functions performed by this automated agent are:
These agents are fully automated and have control over their actions and internal state. They interact via an agent communication language. Further, they not only act in response to their environment but are also capable of taking initiatives like generating their own targets and act to achieve them.
Assortment Intelligence Tool
Consumers are forcing retailers to alter pricing strategies, so it is imperative for multichannel retailers to be flexible with their price structuring in order to retain their customers. To do the same, they are employing Assortment Intelligence, a tool that facilitates an unprecedented level of 24/7 visibility and insights into competitors’ product assortments. Retailers can keep a tap on their competitors’ product mix, segmented by product and brand, percentage of overlap, which gives them the ability to quickly adjust their own product-mix and pricing with high accuracy.
Voice Powered Search
In December 2014, Baidu unveiled speech recognition technology dubbed “Deep Speech.” Although the technology is still nascent, once it is developed optimally, it can make shopping literally interactive, enabling the customer to have a real time seamless voice conversation with the virtual shopping assistant on the eCommerce platform.
In case of India, eCommerce biggies like Flipkart, Snapdeal and Amazon are proactively investing fortunes in AI research and development. Apart from intelligent chat facilities, these companies have introduced image recognition feature to their platforms which is attributed to deep learning.
According to Sachin Bansal, CEO, Flipkart, artificial intelligence is a key differentiator in the fiercely competitive business of online retail. He believes, “the big disruption that is happening across the world is the rise of artificial intelligence.” Therefore, by combining social, mobile, big data analytics and AI, Flipkart attempts to build human brain-like capabilities to sell smarter to its more than 45 million registered online buyers. Recently, the company launched its messaging service on its app, called Ping. It serves as a shopping assistant embodying artificial intelligence, to help users easily discover the item they are looking for on its platform.
Likewise, Flipkart has just announced that it is working on automating its supply chain to reduce shipment time and increase accuracy to ensure zero customer complaint. Confirming the news, Adarsh K Menon, VP, Business Development said, “We want to use data smartly and intelligently at our backend for personalisation in customer offerings, service offering, supply chain offerings. We have regular customer base of 45 million. We will use technology, look at buying behaviour and preferences of customers and then personalized our offerings. If we use data, which is available with us, intelligently, we will be able to give best shopping experience to customers”.
Further, Flipkart owned Myntra is too is reportedly set to introduce apparels designed with the help of data science and artificial intelligence. The company has developed a smart bot that accumulates fashion-related information from across the online world by crunching a large amount of data centered around consumer demand in real time. Commenting on the same, Ganesh Subramanian, head of new initiatives at Myntra, maintained, “There is a big, emerging trend among internet companies which have accumulated tons of data to use it for personalization. Our platform is disrupting the current way of expert-based fashion forecasting as it is 100% tech-backed.”
Snapdeal is reportedly investing $100 million into a new multimedia research lab in Bangalore. The company’s app- findmystyle employs image recognition technology and machine learning algorithms, to make search results faster, accurate and tuned to the specific consumers.
The Way Ahead-
It would be an understatement if we say, “Artificial Intelligence is the next big thing”, for it is already here, and of course, with a bang!
Tech juggernauts across the world are advancing at an incredibly impressive pace towards the crux of this technology. Google for example, is conducting a highly advanced research on AI called Thought Vectors, in an attempt to infuse common sense into machines. Similarly, Apple, Facebook and Microsoft are working on their respective projects on AI development.
Expressing himself on the future scope of Artificial Intelligence in eCommerce, Navneet Sharma, Co-Founder & CEO of AI-linked startup Snapshopr, maintains, “Not very far from today, eCommerce apps will know in advance know what you need and will order them automatically for you.” Adding further, he stated with conviction that nothing is impossible with AI. It’s only limited by time and computing resources.
Facebook Messenger empiète sur le pré carré de solutions comme Yelp permettant de rentrer directement en contact avec des entreprises. (crédit : D.R.)
Le géant du réseau social Facebook va permettre aux développeurs tiers d’utiliser son application Messenger pour y ajouter des fonctions de communication orientées clients.
Hier, lors de la conférence F8 de Facebook, le CEO, Mark Zuckerberg, a donné deux exemples de l’ouverture de son application Messenger aux développeurs tiers, sachant que d’autres ajouts devraient suivre. Pour commencer, le réseau social va ainsi permettre aux entreprises d’utiliser Messenger pour communiquer avec leurs clients. Par exemple, après l’achat d’un produit sur un site web, l’acheteur pourra communiquer avec l’entreprise via Messenger pour dire qu’il s’est trompé dans sa commande, ou pour suivre la livraison de son colis. « C’est mieux que de prendre son téléphone pour contacter le service client », a estimé Mark Zuckerberg. « En général, la plupart des gens rechignent à faire cette démarche, ni rapide, ni très moderne non plus », a-t-il ajouté.
Facebook va également laisser les développeurs intégrer des applications tierces à Messenger, pour que les gens puissent envoyer des messages plus riches. Le CEO de Facebook a notamment cité l’app JibJab qui permet de créer des messages animés. Mais ce n’est pas la seule : il y a aussi Bitmoji, Legend et d’autres encore. Et ce ne sont que les premiers exemples de cette ouverture de Messenger. « Nous ne voulons pas aller trop vite et nous voulons nous concentrer sur un petit nombre de fonctions », a déclaré Mark Zuckerberg.
Depuis l’an dernier, Facebook oblige les utilisateurs à passer par Messenger, le réseau social ayant supprimé la fonctionnalité de messagerie de sa principale application mobile. Beaucoup d’utilisateurs n’ont pas très bien accueilli la nouvelle. Néanmoins, aujourd’hui, l’outil compte tout de même 600 millions d’utilisateurs. On savait depuis un certain temps, à cause des nombreuses fuites, que le réseau social voulait transformer Messenger en « plateforme » ouverte à des tiers. D’une part l’ajout de nouvelles fonctionnalités incitera les gens à passer plus de temps dans l’application. De plus, selon Mark Zuckerberg, Messenger peut potentiellement devenir un « très important outil de communication pour tous ». L’application vient aussi empiéter sur des apps concurrentes comme Yelp, qui permet déjà aux utilisateurs de contacter directement les entreprises via l’application.
Toujours lors du F8, Mark Zuckerberg a annoncé que Facebook permettrait aux gens de poster des vidéos à 360 degrés dans leur News Feeds. Ces vidéos de réalité virtuelle sont filmées avec des périphériques disposant de plusieurs caméras, comme la « caméra » 360° 3D Project Beyond de Samsung. « Si aujourd’hui l’usage de la vidéo est en plein essor sur Facebook, demain ce sera au tour de la réalité augmentée et de la réalité virtuelle », a déclaré le CEO. Le F8 se tient depuis hier dans le Fort Mason Center de San Francisco, ferme ses portes aujourd’hui. Les keynotes et certaines séances sont diffusés en direct. Selon Facebook, cette année l’événement a accueilli 3000 développeurs, contre 750 lors de la première édition de 2007. À l’époque, le nombre d’applications développées pour le site Facebook ne dépassait pas la centaine. Aujourd’hui, des millions de sites web et d’applications utilisent des services dans le genre de Facebook Login.
Here’s the latest US stats we’ve seen around the web.
Intrigue is provided by native advertising, Alibaba hype, Twitter ads, newspapers and our obsession with our phones.
Get stuck in. And make sure you take a look at the Econsultancy Internet Statistics Compendium for more stats.
There’s been so much press about Alibaba’s upcoming IPO, since it was mooted in March.
Well the company has filed its F-1 registration form this week.
According to cnet the IPO looks to be worth roughly $1bn [≈ box office sales of The Jungle Book, 1967] with predictions as high as $20bn [≈ NASA budget in 2011].
Bloomberg reports Alibaba’s market value as $168bn [≈ Annual cost from car accidents, 2008], which is pretty darn big.
Sharethrough has worked with IPG Media Lab to look at native ad effectiveness using eye-tracking (200 consumers) and surveys (4770 consumers).
The study attempted to measure visual attention and brand lift for native ads including National Geographic and Southern Comfort.
The following was revealed:
Here’s a tasty infographic on the subject:
(Click to enlarge)
Firstly, according to figures collected by Locket, the Android app that pays users for to allow homescreen ads, the average user checks their phone around 110 times day.
This comes from this digital stats blogger this week, where I picked up the next couple of figures, too.
We’ve made as much as $50,000 [≈ Median US household income, 2009] in one flash sale on Twitter.
That’s according to Ryan Holiday, Director of Marketing at American Apparel.
Quartz has given some interesting insight into Twitter’s first quarter revenue.
Although the $250m [≈ cost of Airbus A380, the largest passenger airplane] beat analyst expectations, stock fell.
This is possibly because ad revenue for each timeline view has decreased and Twitter’s user growth has been modest.
255m people use the service, up from 241m at the end of 2013.
IDC Retail Insights published the results of its 2013 Annual Shopper Survey about relevancy and privacy.
Here are some of the findings:
Americans are increasingly embracing original digital video, according to the IAB’s 2014 Original Digital Video Study
Viewers of original digital programming prefer it to news, sports and daytime programming on television, and like it almost as much as they do primetime TV.
Viewing habits also differ for those watching made-for-digital content.
WP Engine has announced the results of its WP Engine Content Creation Study.
The survey examines consumer behavior and sentiment towards brands producing their own content.
This Poynter article is worth a read. It throws light on circulation figures that may not be as high as some outlets are reporting.
Basically the point is that a year ago, circulation figures had to be 70% paid, so app use wasn’t included because the app is free.
However this year, it seems this rule is no longer, so the app figures are included and it appears that circulation has massively shot up.
USA Today’s “digital nonreplica” circulation was 1,484,078 last September. However, in April 2014 the number had dropped 8%, to 1,365,388. This category reflects app use, actually contributed to an overall decline in reported circulation. (Without its new branded “butterfly” editions, USA Today’s total circulation fell since September’s report by almost 10 percent, from 2,862,229 to 2,587,103.)
But USA Today’s story celebrated the circulation figures.
…year-over-year comparisons make even less sense because app use wasn’t counted by USA Today in March 2013, when AAM’s bylaws still required 70 percent of circulation to be paid (USA Today’s apps are free). The result: USA Today’s huge, misleading year-over-year circulation jump…
Forrester’s “US Online Retail Forecast, 2012 to 2017,” predicts online shopping will reach$371bn [≈ cost of US-Korean War] by 2017, hitting 10% of all retail sales.
Updated 4/18/14 11:30 AM PST.
St. Vincent’s latest album St. Vincent came out on February 25th. The Found Group ran the digital marketing campaign for the release. I recently profiled The Found Group’s found.ee tool, a link shortener that makes it easy to form retargeting pools.
In the first week, 29,506 copies of St. Vincent were sold (excluding the first week $3.99 Amazon MP3 sale). This is double the amount of first week sales for St. Vincent’s previous album.
So how did The Found Group’s digital campaign play into this?
The Found Group used found.ee along with a number of other approaches. For example, they used information from their retargeting pools to figure out what videos fans had already seen. When a fan navigated to the landing page on St. Vincent’s website they were served a page that catered specifically to them. If someone had already seen the first music video they were shown the second one instead.
The following infographic details each of the digital methods that were used in the campaign. It also shows how fans were reached multiple times, giving them more opportunities to make a purchase. Jason Hobbs of The Found Group says a customer usually has to see a product around seven times before they’ll make a purchase.
The infographic is a little overwhelming, I had to have Jason walk me through it. If you have specific questions, leave them in the comments.
To reiterate, this infographic only covers digital marketing efforts. It was originally created as an internal document but was then approved to be shared with the public. The Found Group says:
“We clearly couldn’t have done it without the music, St. Vincent, the label, the management, distro, the PR, radio, etc. These campaigns are team efforts, with a lot of moving parts. And St. Vincent has a very strong team.”
When Nina Ulloa isn’t writing for DMN she’s usually reviewing music or at a show. Follow her on Twitter.
Tradedoubler research reveals that when smartphones are used in-store for product research, consumer shopping habits sway by 61 percent.
With 32 percent of shopperschanging their mind about purchasing items after researching via mobile while in-store, retailers need to recognize how to optimize mobile engagement with consumers when they are physically present in-store, per the report. The study backs up the trend of more retailers building up their own digital initiatives within bricks-and-mortar stores to compete more actively with Amazon.
“The main implication for retailers with a physical presence is that they still need to provide a seamless and fully integrated omnichannel experience for consumers,” said Dan Cohen, regional director at Tradedoubler, Stockholm, Sweden.
“Many retailers are losing customers because they are unable to market effectively, and in a relevant way to their consumers.”
The research found that after viewing a product on mobile, 20 percent of people decide to buy elsewhere, 20 percent decide against purchase and 22 percent decide tobuy online.
Only 19 percent of shoppers actually complete the purchase cycle in-store.
Tradedoubler data also showed that almost half — 45 percent of respondents — use their smartphone for browsing while commuting, 49 percent when at work, 52 percent in a café or bar and 44 percent while shopping.
It is clear that the tech-savvy consumer is an individual who is interested, yet informed.
Just under half, 46 percent, of connected consumers say they are likely to use a smartphone to look for product inspiration. This behavior is on the rise, as 37 percent say they use their smartphone more than they did a year ago to help them decide what to buy.
The portability of mobile devices makes them ideal for browsing on the go, and offers marketers substantial opportunities to become an integral influence of the shopping cycle.
“Retailers need to act on this by offering a targeted, personalized approach to the in-store shopping experience, and they can do so by using consumer data in an intelligent way to really appeal to the shopper,” Mr. Cohen said.
“For instance, through targeted incentives such as voucher codes, an interest will ignite in the product on offer, and increase the probability of a completed purchase, but also a long-term engagement with the brand,” he said.
Forty-seven percent of respondents in the study turn to their smartphone to compare prices just to make sure they get the best deal.
Mobile has the opportunity to increase sales online and in-store. If retailers harness its influence correctly, they can make certain online consumers are converted to in-store customers.
The rule of five
The study revealed that shoppers are limiting their pool of go-to retailers: 43 percent of people shop at no more than just five stores.
To ensure they become and remain a valued supplier, retailers must keep the attention of the consumer on all platforms, and convince them to buy.
The technology to persuade shoppers already exists with Wi-Fi and location-based capabilities readily available in bricks-and-mortar settings.
More extensive information, reviews and personalized recommendations can assert buyer confidence, and build loyalty and trust.
Right on schedule
Half of all connected consumers polled by Tradedoubler admitted to using their smartphone for mobile shoppingevery week. Thirty percent do so nearly every day.
Mobile devices have become so embedded in consumers’ lives that they are never more than an arm’s reach away.
Tradedoubler research found that 40 percent of consumersbrowse on their smartphone and 48 percent use theirtablets in bed. Additionally, one in ten goes online as early as 6 a.m.
Tradedoubler report data
Comparing the daily pattern between “big spenders,” those who habitually spend more than $125 [≈ Smartphone cost per month] online monthly and “high earners,” those with an annual salary of over $80,000, the research revealed that these two groups are mostlikely to shop on a Saturday evening.
Those audiences lean towards online shopping because they can shop whenever they wish or have time — 64 percent of high earners and 66 percent of big spenders — and because it is quicker and easier.
Tradedoubler reports that while watching television, 57 percent of smartphone owners use their device for activity related to the program they are viewing, and 59 percent buy something they have seen advertised. These numbers increases to 69 percent and 71 percent when looking at tablet users specifically.
The portability of mobile devices and the growth of social media have created a culture where watching TV is an interactive experience. Viewers are encouraged to comment on and share information on their mobile devices while watching a program.
These two trends allow consumers to respond instantaneously to advertising offers, and pass them along via social networking all from the couch.
Multi-channel retailers can then extend their showroom directly into people’s homes and leisure time, without being invasive or disruptive.
Television advertising that embraces consumer call-to-action marketing methods can see real-time impact and returns from on-screen deals and offers.
Finding a happy medium
Consumers’ enthusiasm for online research using mobile devices is creating new audiences for comparison, voucher codes, loyalty, cash back and daily deals sites.
Visits to such sites used to be traditional after the consumer decided on making a purchase. However the report says that connected consumers now search online for inspiration and ideas, showing that the influence of marketing performance sites causes purchases to be planned much earlier in the shopping cycle.
Fifty-two percent of consumers looking for cosmetic products, for example, say performance marketing sites are influential, rising to 57 percent for fashion shoppers and 63 percent for both electronics and travel.
Mobile’s inherent effects on the digital marketplace and mobile marketing engagement means retailers must reach more specific audiences, and converse with them throughout the whole purchase process.
“It should serve as a reminder that mobile provides a fantastic opportunity for retailers, if they can correctly manage the integration between mobile and their ‘bricks and mortar’ stores,” Mr. Cohen said.
L’engouement pour les achats sur les mobiles devrait perdurer pour l’année à venir. Selon une étude menée par le Centre for Retail Research pour la société RetailMeNot, le m-commerce devrait effectivement être en croissance en 2014, les internautes lui accordant une part plus importante dans leurs achats.
Pour établir ces informations, la société précise avoir interrogé1 000 consommateurs dans 9 pays (France, Allemagne, Espagne, Italie, Pays-Bas, Pologne, Royaume-Uni et Suède). Elle a ensuite mêlé ces informations aux statistiques du gouvernement et d’analystes. L’enquête a été menée entre juin et août 2013.
Selon le rapport, les Français devraient dépenser 4,2 milliards d’euros sur mobile en 2014, soit 14% du budget e-commerce. Sur notre territoire, les dépenses effectuées sur mobile pourraient ainsi doubler cette année (+106%) passant de 2 milliards euros en 2013 à 4,2 milliards d’euros.
Globalement, le secteur du m-commerce atteindra 23,4 milliards d’euros en Europe la même année. Toutefois, la France reste en retard dans ce domaine puisque seuls « 12% des Français ont visité une boutique en ligne sur mobile au cours des 3 derniers mois, contre 28% des Britanniques et 27% des Allemands », précise l’étude.
Si la France est en retard, la croissance du marché devrait néanmoins se poursuivre. Le constat présenté par le Centre for Retail Research est en effet partagé par d’autres organismes. D’après le la Mobile Marketing Association, le m-commerce progresse de 25% par trimestre en France. Pour ce qui est des États-Unis, 65% des parcours d’achat commencent déjà par une visite sur smartphone et les deux tiers se finissent sur une tablette ou un ordinateur.