Le m-commerce devrait encore progresser en 2014

Le m-commerce devrait encore progresser en 2014.

ublié par Olivier Robillartle mercredi 09 avril 2014

 

Selon certains professionnels, le commerce sur les mobiles va connaître un nouvel essor cette année. La société spécialisée dans les coupons et bons plan RetailMeNot estime que le marché du m-commerce atteindra 23,4 milliards d’euros en Europe en 2014.

M-commerce

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.

Historique, les 3 Suisses enterrent leur catalogue (Blog les Echos.fr)

Historique, les 3 Suisses enterrent leur catalogue.

source: http://blogs.lesechos.fr/david-barroux/historique-les-3-suisses-enterrent-leur-catalogue-a14410.html#xtor=CS3-5

Par DAVID BARROUX | 18/03/2014 | 07:00

Le boom du e-commerce aura eu la peau du célèbre catalogue.

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Petite révolution dans le monde de la VPC.Le groupe 3 Suisses a annoncé en interne qu’il mettait un terme à ses célèbres catalogues semestriels. Le printemps-été2014 actuellement en circulation sera donc le dernier. Pourquoi une telle rupture ? 
Si les 3 Suisses tournent une page de leur histoire en arrêtant un catalogue qui était quand même distribué deux fois par an à 8 millions d’exemplaire, c’est parce qu’on a changé d’époque. L’âge d’or des catalogues c’est l’après-guerre. A la fin des années 40, tout est réuni pour que les VPCistes comme on les appelle cartonnent. D’abord la France s’enrichit. Il y a du pouvoir d’achat. On bascule dans la société de consommation. Mais la France n’est pas encore totalement urbanisée et les réseaux de boutiques ne sont pas super-développés. Pour consommer, la vente à distance, s’impose.

C’est sûr qu’à l’heure d’Internet, cette période-là semble bien loin ? 
En fait, en quelques décennies, tout a changé. D’abord le commerce physique a fait sa révolution. Il y a eu le développement des hypers, des centres commerciaux et des magasins spécialisés, les « category killers » comme on dit. Ensuite Internet a pris son essor. Les canaux de distribution ont évolué et en même temps la mode a changé de rythme. Avant on pouvait se contenter de faire un ou deux catalogues par an. Aujourd’hui on est entré dans l’ère du « fast fashion », la mode change tout le temps. Les séries sont limitées et renouvelées très souvent. Un catalogue finalement ça n’est plus assez moderne face au Web et plus assez réactif. Plus de 10% du chiffre d’affaires du prêt-à-porter et déjà réalisé sur Internet et on ne va pas s’arrêter là

Ca veut dire qu’en arrêtant son catalogue, les 3 Suisses font un bon choix ? 
En fait ils n’ont sans doute pas trop le choix. La Redoute qui est plus gros conserve encore un catalogue mais fait déjà 85% de son chiffre d’affaires sur Internet. Les 3 Suisses, eux, vont sans doute garder quelques catalogues plus fins, fini l’annuaire de930 pages. Ils feront des opérations spéciales sur des niches, sur des segments de marché. Mais le catalogue en tant que tel, en tant que stratégie principale, c’est mort.

Mais basculer tout sur Internet, est-ce une stratégie gagnante pour les groupes de VPC ? 
Le e-commerce ça reste un secteur très compliqué. D’abord c’est hyper concurrentiel. Vous avez de nouveaux acteurs, les « pure players » comme on dit, de Amazon à VentesPrivées. Vous avez les acteurs traditionnels de la distribution. Les hypermarchés mais aussi toutes les chaînes spécialisées. Dans le textile Zara est déjà présent en-ligne dans une vingtaine de pays. H&M ouvre aujourd’hui son site de e-commerce en France. Le résultat, c’est que les groupes de VPC sont un peu pris en sandwich. Il y a d’un côté les spécialistes du Web qui sont très forts et qui pourtant souvent ne sont pas très ou pas du tout rentables. Amazon par exemple ne fait pas de bénéfices, il faut le savoir. De l’autre vous avez la distribution traditionnelle qui peut jouer sur la complémentarité du Net et des boutiques ; c’est le fameux « clic & collect ». Ca veut dire que pour les 3 Suisses la barre est très haute car même s’ils font tout bien, si leur stratégie est bonne et bien exécutée, ça n’est même pas sûr qu’ils arriveront à rivaliser avec les nouveaux poids lourds de la distribution.

Chronique diffusée le 18/0/2014 à 7H15 sur Radio Classique

Facebook domine le partage social, Pinterest roi du e-commerce et Google+ ne décolle pas

Facebook domine le partage social, Pinterest roi du e-commerce et Google+ ne décolle pas.

Facebook domine le partage social, Pinterest roi du e-commerce et Google+ ne décolle pas

Sommaire : Gigya vient de publier son rapport trimestriel d’analyse des contenus partagés en ligne. Sans surprise, Facebook garde la tête du classement général, mais il y a toutefois quelques surprises. Au final, le partage a progressé de 41% sur Facebook, de 30% sur Twitter et de 20% sur Pinterest.

 

Avec la fin d’année qui approche, il est temps de faire un petit bilan sur l’évolution des réseaux sociaux. Au classement figurent toujours les mêmes noms, mais en matière de partage en ligne certains ont su tirer leur épingle du jeu. Malgré un recul de 9% au troisième trimestre, Facebook reste inévitablement numéro un toutes catégories confondues en représentant 41% du partage social, Twitter pèse 30%, Pinterest 20% et LinkedIn occupe la quatrième place avec 4%. Sans parler de Google+ et ses trois petits pourcents.

L’étude réalisée par Gigya pour le troisième trimestre précise toutefois que malgré son titre de champion international du partage social, Facebook n’est pas le premier partout. La plateforme de Mark Zuckerberg sort gagnante en ce qui concerne le partage des marques, les voyages, l’éducation et les médias. Twitter prend ensuite la deuxième place sur ces mêmes domaines, puis vient le site de pinboarding qui est de plus en plus performant.

Géographiquement, les tendances sont relativement proches d’un continent à l’autre. Facebook règne à domicile avec 36% de partage en Amérique du Nord. Pinterest est ensuite second avec 29% de présence et la troisième marche du podium est pour Twitter et ses 24%. En Europe, la situation est quelque peu différente. Facebook et Twitter sont au coude à coude avec respectivement 47% et 45%. Google+ et LinkedIn se partagent les restes avec 4% et 2% de partage sur les réseaux sociaux. Enfin, en Asie et dans le Pacifique, le Social Network écrase la concurrence en atteignant les 60% et la plateforme japonaise Mixi se fait une petite place avec 4% de présence, toujours concernant le partage de publications en ligne.

Pinterest dépasse Facebook

Le commerce électronique occupe aujourd’hui une part très importante sur les réseaux sociaux qui jouent un rôle relais non négligeable pour les publicitaires et annonceurs. Sur ce secteur Pinterest s’impose désormais et pèse 44%. Facebook fait figure de suiveur avec 37% et Twitter se place en retrait avec seulement 12% de présence concernant les partages liés au e-commerce. Pinterest gagne du terrain sur la concurrence, notamment grâce à son plugin et son bouton. Au même titre qu’un like ou un tweet, les internautes épinglent tout simplement les images, les objets, les produits qui les intéressent. Et cette simplicité y est pour beaucoup dans le succès rencontré.

Google+, le moins actif de tous

Le géant de la recherche peine à rendre sa plateforme active. Les utilisateurs sont nombreux puisqu’avoir une adresse Gmail implique avoir un compte Google+. Bien souvent les internautes publient et partagent en priorité sur Facebook, ce qui logiquement freine le développement et surtout l’activité sur le réseau social de Mountain View. Le géant est donc au plus bas avec des échanges toujours très faibles. Seuls les “Street Photographers” et les adeptes du “Landscape Photography” semblent y trouver leur compte. De quoi récupérer quelques utilisateurs du côté de Flickr en exploitant ce qui finalement reste une petite niche.

Des marques comme Toyota ou Cadbury testent progressivement le potentiel de Google+. D’autres n’ont quant à elle pas encore fait le premier pas. La plateforme propose effectivement les mêmes outils que Facebook ou Twitter, mais l’utilisateur final ne cherche pas à multiplier les interactions sociales sur chaque site existant. Quelques-uns suffisent et Google+ restent visiblement secondaire aux yeux de nombreuses internautes.

L’intégralité des résultats ci-dessous :

Why Amazon Should Play Nice With Local Bookstores – Businessweek

Why Amazon Should Play Nice With Local Bookstores – Businessweek.

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Online stores, recommendation sites like Goodreads (which Amazon (AMZN) bought in March), and other sites in the virtual marketplace for books can’t produce the kind of sales driven by customers browsing physical books in a physical place. If too many brick-and-mortar shops are shuttered, the publishing industry will suffer, and Amazon’s book business could be victimized by its own success. That’s the thrust of a recent article on Salon.com titled “Here’s How Amazon Self-Destructs.” (Of course, the headline ignores the breadth of products Amazon sells, but for anyone who has labored to make a small business thrive while competing against behemoths, the story will resonate.)

To make his point, the article’s writer, Evan Hughes, cites survey research by the Codex Group:

“… roughly 60 percent of book sales—print and digital—now occur online. But buyers first discover their books online only about 17 percent of the time. Internet booksellers specifically, including Amazon, account for just 6 percent of discoveries. Where do readers learn about the titles they end up adding to the cart on Amazon? In many cases, at bookstores.”

The brick and mortar outlets that Amazon is imperiling play a huge role in driving book sales and fostering literary culture. Although beaten by the Internet in unit sales, physical stores outpace virtual ones by 3-to-1 in introducing books to buyers. Bookshelves sell books.”

To give bookstores a better shot at surviving, Hughes urges Amazon to ease up on the amount it discounts its books, and encourages brick-and-mortar shoppers to eschew showrooming, the popular term for using a shop as a showroom to evaluate a product and then buy it online for less.

Hughes’s argument is one of a handful of recent recommendations for how bookstores might improve their odds of keeping the lights on. Researchers who put chocolate scents into the air during a 10-day experiment at a general-interest bookstore in Belgium (Belgium!) reported sales increases and suggested other shops give it try, according to a recent article in Pacific Standard. Virginia Postrel, writing earlier this month in Bloomberg View, suggested retailers should embrace showrooming rather than fight it:

“Separate the discovery and atmospheric value of bookstores from the book-warehousing function. Make them smaller, with the inventory limited to curated examination copies—one copy per title. (Publishers should be willing to supply such copies free, just as they do for potential reviewers.) Charge for daily, monthly or annual memberships that entitle customers to hang out, browse the shelves, buy snacks and use the Wi-Fi. Give members an easy way to order books online, whether from a retail site or the publishers directly, without feeling guilty.”

And how are independent bookstores faring these days? Better than you might think, according to a recentPortland Business Journal interview with the American Booksellers Association: Membership has grown to1,632 companies, with 1,971 stores. “While the total is a far cry from the 5,000 stores counted by the trade group back in 1995, this year’s store count represents a 19 percent increase from 2009.”

Leiber is Small Business editor for Businessweek.com, Entrepreneurs editor for Bloomberg.com, and covers small business for Bloomberg Businessweek.

[Infographie] Top 10 social des e-commerçants en France | AntVoice : Get more Business with Social Recommendation

[Infographie] Top 10 social des e-commerçants en France | AntVoice : Get more Business with Social Recommendation.

AntVoice a réalisé une étude sur la présence des e-commerçants* sur les réseaux sociaux en France. L’objectif : identifier quels sont les acteurs les plus puissants en terme d’audience et comprendre leur stratégie de présence et d’investissement sur les plateformes sociales majeures avec leur marque Corporate.

En haut du podium nous retrouvons les mastodontes du e-commerce généraliste avec en 1ère place la Redoute, en 2nde position CDiscount et sur la 3ème marche du podium les 3 Suisses.

L’ensemble de leurs performances leur permet de se hisser largement au-dessus de la mêlée grâce en particulier à une présence multi-plateformes.

Exception : l’absence de CDiscount du classement Youtube que la marque semble ne pas vouloir investir.

La Redoute domine ses concurrents de la tête et des épaules sur Facebook en étant le seul e-commerçant à dépasser la barre du million de Fans grâce à une forte activité de recrutement et d’animations de sa communauté.

Les chiffres sont bien moins conséquents sur Youtube que sur Facebook mais on retrouve en tête des marques qui proposent un vrai contenu à valeur ajouté. Sephora en particulier a su séduire plus de 8 000 abonnés qui suivent régulièrement les conseils beauté/maquillage de la marque.

Twitter est la chasse gardée de La Redoute qui avec près de 370 000 followers met tous ses concurrents à distance. La marque a été précurseur sur cette plateforme encore sous exploitée par de nombreux acteurs en ouvrant son compte dès 2008.

De la même façon sur Pinterest et surtout sur Google +, la stratégie d’omniprésence de la Redoute lui confère une place de leader incontesté.

Rue du Commerce apparaît en bonne position sur ces 3 derniers réseaux où le distributeur mixe prises de parole Marketing et Service Client.

La Redoute a-t-elle pris définitivement trop d’avance sur ses concurrents dans cette course à l’audience sur les réseaux sociaux pour être rattrapée ? A suivre dans les mois qui viennent en particulier chez CDiscount pour qui les réseaux sociaux sont au cœur de la stratégie.

* E-commerçants faisant partis du panel Top 100 Fevad 2012

17 digital marketing and ecommerce trends for 2013 by Econsultancy CEO Ashley Friedlein

17 digital marketing and ecommerce trends for 2013 by Econsultancy CEO Ashley Friedlein.

 

Posted 08 January 2013 11:31am by Ashley Friedlein with 6 comments

Following are my personal thoughts on what will be interesting and important in the world of digital marketing and ecommerce for 2013. As is traditional for my trends, there are around seventeen of them.

I haven’t spent too much time on giving extensive justification for any of these; they are based largely on the many conversations I have with industry influencers and practitioners.

Many are really just notes, or bullet points, but I’ve tried to give links to further information if you want to delve deeper. They are in no particular order though I’ve started with the more ‘strategic’ stuff.

As ever, I’d be very interested to hear your thoughts, or feel free to post a link to your own trends or predictions.

1. The end of the digital beginning

Obviously digital maturity differs by country globally but there was a phrase used in PWC’s “Global entertainment and media outlook: 2012-2016” report which resonated for me.

They describe that we are at the “end of the digital beginning as companies reshape and retool for life in the new normal”.

With digital now at the core of business-as-usual, PWC believes that experimentation and execution are no longer sequential but will proceed in parallel:

The technology to deliver the enterprise with digital at its core is here now. The main challenges are around leading and marshalling the talent and innovative culture needed to make it a reality.

I entirely agree.

There are some significant implications for the phase we are now entering:

  • Restructures and ‘re-orgs’. A lot of companies are restructuring ‘digital’, in some cases dissolving it completely as a separate function. In some instances the good digital people stay, with wider roles and remits; in others their passion for pure digital, or frustration at the re-integration with the corporate mother ship, cause them to leave for a start-up or pureplay digital company.
  • M&A. A lot of consolidation has already happened. A lot more is to come. As digital has gone mainstream the big incumbent players are either going bust, painfully trying to transform, or, in most cases, buying digital assets. This is particularly true for agencies and consultancies but also true ‘client side’.

    There aren’t many big purely digital agencies left now; in any case their competition is increasingly from the big consultancies (Accenture, PWC, Deloitte, Capgemini, KPMG etc.) as projects get bigger, more complicated, more strategic.

  • Business model evolution. Many ‘traditional’ business models remain under threat because of the rise of digital. Most notably publishing which is being further squeezed by their erstwhile advertising clients investing more in their own content marketing and their readers’ move to mobile devices which make advertising difficult to deliver effectively.

    But digital businesses are running out of digital-only growth too and facing increasingly stiff global competition online. As digital matures it feels like digital alone will not always suffice; and being “medium sized” is not a good place to be.

Whilst we might be at the end of the digital beginning we are a long way from the beginning of the end of digital. In any case, before we reach that stage I believe the distinction between digital and non-digital will have become largely meaningless.

For those of us who have been in digital for more than fifteen years it is strangely almost a surprise that digital has finally ‘gone mainstream’.

Useful Econsultancy links:

2. The war for digital talent

I talk about this a lot because I feel it is probably the biggest challenge for most things digital. There are three notable things I’d draw out for 2013:

The size of digital teams has grown a lot

Forrester did a report called “Right-Size Your Interactive Marketing Organization” where they found that:

  • At the end of 2009, 60% of marketers surveyed had fewer than 10 people dedicated to digital.
  • By 2012 only 17% had teams this small.
  • 45% boasted more than 25 dedicated digital marketers.
  • 20% had 100 or more digital staff.

I now talk to Heads of Online (or whatever the most senior digital person is called) who manage digital teams of 1,000+. Likewise for agencies or consultancies. There is a huge need to feed these organisations with digital talent. The demand far outstrips supply.

The ‘big and boring’ companies are most desperate

Start-ups, and internet companies like Google, have been cleverly luring the best digital talent for years.

It seems only recently that bigger ‘traditional’ players have woken up to just what a problem they have in attracting and retaining digital talent right from graduate level to the more experienced staff.

Often they can’t compete on salary, despite deep pockets, because of pay inequality issues compared with other staff; they struggle to compete on the working environment (Wot no bean bags? No BYO device approach? No everything run as SaaS? No Agile throughout?); and they can’t offer meaningful equity.

Digital Marketers aren’t the most in demand

I’m afraid to say that whilst digital marketers and ecommerce professionals are still very much in demand, particularly in certain niches, those even more in demand typically have ‘product’, ‘data’, ‘engineering/developer/technical’ or ‘architect’ in their job titles.

Combine those words with ‘mobile, social, video, content strategy, platform’ and ‘manager, director, head of’ and the recruitment consultants are drooling.

We recently did an interview with Chris Ramsbottom, Sky’s Mobile Product Manager. Not only is that clearly a killer job title (see last bullet above) but his description of how Sky works sounds pitch perfect for the kind of approach I predict all large organisations will need to adopt if they want to attract and retain digital talent:

We work within an agile (scrum) framework, with a Mobile Product Manager responsible for one particular part of the business, such as News, Sports, or Movies. We then typically have a number of development teams working on different products on different platforms, but all the teams are co-located in London so there’s a lot of knowledge sharing that goes on between them.

The Product Managers will research, define and then drive the product strategy, working with user experience experts and designers within our Sky Creative department to help create wireframes, story cards and acceptance criteria.

Everything we propose is based on anticipated customer need, so we do a lot of user testing, usability studies and market research before and during development.

The development teams then have a solid basis to begin work from – we research, design, develop, device test and then launch to market – but scrum allows us to be flexible in the functionality we decide to prioritise, meaning we can respond much quicker to change in the external environment, which, working in mobile, is the only thing that can be guaranteed.”

Useful Econsultancy links:

3. Optimized cross-channel customer experiences

Basically this is what we should all be focused on delivering, right?

Currently mobile is particularly weak for most companies (including Econsultancy…) so that’s getting a lot of focus. And integrating online and offline, whilst not a new topic, is still a big, and complex, journey for most companies.

We need to be delivering outstanding customer experience across all channels and touch points. They should be personalised intelligently, relevantly, responsively, in real time. The customer journey should be seamless across channels and each should play to its strengths.

There is a lot of cool stuff happening (control the web with your phone via a QR code scan), the internet of thingsand intelligent environments open new possibilities, behaviours like ‘show rooming’ bring new challenges and opportunities.

We’re not short on buzz words, or marketing theories, or even best practice. Actually delivering it is much harder. For that you need the right people. See point 2.

Useful Econsultancy links:

4. Focus on the head rather than the long tail

For a long time the long tail has been part of digital lore. A recent Econsultancy article heretically suggested that perhaps the long tail of referral traffic is short.

I think there are few reasons that the ‘head end’ might be coming back into fashion in 2013:

Focusing on the biggest bang for your bucks

Given we all have limited resources, it seems that focusing on the long tail can sometimes be an awful lot of work for limited results. Or, at least, easily measurable or short term results.

So whilst we might want to engage with all those niche bloggers, or build links to tiny product categories we stock, do we actually have the resources to do this?

With so much fragmentation I think we’ll see increased effort on the few rather than dispersed effort on the many.

This reminds me of one of my favourite internet articles of all time by Mike Grehan back in 2004 called Filthy Linking Rich And Getting Richer!

Polarisation of attention

There is increasing evidence that we now have far too much choice and actually we crave less, but better and more relevant, information and services. We are starting to settle on particular sources as those we trust.

If this continues then there should emerge a smaller number of ‘winners’ leaving a swathe of insignificant players. This polarisation favours concentrating on the head end.

Ossification of consumer behaviour

We all talk about ‘the next Google’ or the ‘next Facebook’ sagely noting that these could spring from anywhere at any moment such is the world of digital change. But do we really believe this? I don’t.

I can’t believe Google is really worrying that much about some students in a garage eating their lunch. As Fred Wilson says in a recent article, I think we’re seeing consumer behaviour ‘settle’ much more, though it varies globally. It is now much harder than it was to become a global force quickly.

If this is true then again it makes more sense to focus resources on the existing ‘head end’ big players rather than expend lots of effort on many niche players who may never gain real traction.

Useful Econsultancy links:

5. Internationalization

With businesses looking for growth in stagnant economies their gaze turns to digital not just in their home markets, which are becoming more mature and saturated, but they see digital as the obvious route to international expansion and growth.

My recent post on “China: a special report on digital marketing and e-commerce” shows a digital giant that has yet to turns its attention aggressively to the west. But, in the words of Brad Pitt, this is inevitable.

The war for talent (see point 2) is also encouraging companies to look internationally, particularly for technical skills.

Why not have a play with Google’s Global Market Finder tool to see where you could be expanding this year.

Useful Econsultancy links:

6. GAFA

The big four of the internet: Google, Apple, Facebook, Amazon. I don’t think Twitter, Pinterest or even Microsoft quite merit entry yet into the GAFA-rati.

For me there are four interesting broad themes here:

Resurgence of Google

At some points in 2012 (the leaked results, ‘disappointing’ G+ performance etc) it felt like we’d seen serious chinks in Google’s armour. But anyone writing off Google in favour of the likes of Pinterest, Twitter or even Facebook are, in my view, much misguided.

Android is soaring; YouTube is starting, finally, to seriously eat into the territory of traditional broadcasters; G+ is really starting to grow on me, and others; Google Communities, Google Pages… all starting to nibble at Facebook, LinkedIn, WordPress etc.

Google also has the best ad platform for mobile; Google’s own marketing and creativity, in ad format innovation too, is impressive.

Amazon, the dark horse

Amazon is a global e/m-commerce steam train that has just powered through another massive Christmas sales success. And yet it is building a media business; and yet it has an awesome cloud services business; and yet it owns LOVEFiLM and IMDb.com and is taking ever more share of the consumer wallet.

Amazon gets less press coverage than the likes of Facebook or Twitter but it has a built a behemoth that it looks very hard to compete with given the scale and complexity of the e-commerce operations in particular.

Amazon as a broader platform for paying for, and getting delivered (physically or digitally), pretty much anything makes it a fascinating one to watch.

Will Apple set out to conquer TV?

Apple’s hardware no longer seems as sexy and distinctive as it once was with the likes of Samsung doing very well. Apple’s software, likewise, is looking less differentiated, particularly in the mobile space.

The Maps fiasco left a slightly sour taste in the consumer mouth and are you, like me, getting somewhat tired of constantly re-approving increasingly draconian T&Cs every time you use an Apple service or downloading huge software updates?

But Apple makes obscene amounts of money and has $100bn+ in cash. So what is it going to do with it? TV has to be the big prize. Not least because the current TV user experience is so broken that even a smattering of Apple user experience magic could transform it.

Rationalising your choice of platforms

There is growing evidence (see point 4) that consumers don’t want to manage and maintain presences across all the platforms and networks available. It’s just too much effort, too many logins to remember, too many profiles to try and reconcile etc. So perhaps most of us will settle on only a couple?

If I think about it I’d consolidate around Google (for apps, G+/identity/networking, blogging, search, content) and Amazon (for commerce, delivery) rather than, say, Facebook and Apple.

Over 2013 and beyond I imagine more people will start to settle on a preferred ecosystem. If so this will clearly have important ramifications not just for those businesses, but for us marketers.

Useful Econsultancy links:

7. Personalisation

This is really a sub-set of point 3. But as I point out in more depth in my article on “The 4Ps of Personalisation”, personalisation is very much back on the digital agenda.

I recently came across a concept I liked the sound of: “automagic”. We must aim to create digital services that are self-aware and personalised to the point that, for the customer, they just seem to magically know what they want and make things generally easier and more enjoyable.

If automagic is achieved then I don’t think customers will care too much about giving the personal data and permissions required to make it possible.

Useful Econsultancy links:

8. Content marketing

I’ve always been uneasy with the terms ‘content marketing’ or ‘content strategy’. Not because I think focusing on earned/owned media, rather than paid media, isn’t a sensible approach, but because it feels like we’re inventing a new term for something that should be blindingly obvious and shouldn’t need buzzword-ing.

Really ‘content marketing’ is again just a sub-set of point 3. It isn’t about ‘marketing’ content. It is about creating outstanding customer experiences which, inevitably, involve content in its many guises.

The rise of ‘content marketing’ has also been fuelled by the realisation that actually a lot of the success of, say, SEO or Social Media or Email Marketing or Most Forms of Marketing, isn’t about “doing more SEO” or “investing in social” but is about creating great content that people will want to read, link to, talk about and share.

This shouldn’t be the Damascene moment it appears to be for so many businesses. 

This said, there are considerable implications of the increased investment in owned media. In particular, where ‘brands’ are investing in content instead of advertising. Firstly, these brands will have to try and find the talent and get used to working with editorial which most aren’t used to; secondly, this will further disrupt the publishing and media business models of old.

Within content marketing, there are three areas which interest me:

  • Content curation. In fact, content business and operational models generally. Assuming we’re going to be creating more content, the question is then how, and how much it will cost versus the ROI.

    In a recent presentation I gave (“What can retailers learn from publishers online?”) I talked about hybrid models e.g. 70% Aggregated, 20% Curated, 10% Original.

  • Content creation, curation, experience platforms and services. Related to above there is an interesting new set of platforms and services appearing that enable these new content models, often enhancing existing CMSs (Content Management Systems). We at Econsultancy, for example, use both Idio and Flockler to add more capabilities to our core CMS. There are a host of new decisioning engines, social curation platforms, content provisioning and production technologies and services emerging (e.g. StorystreamSmartology,iTrigga etc).
  • Content as data. Obviously all digital content is data. But the future of content is most interesting when that content becomes ‘smart’ through data: semantic, meta, or otherwise. This allows the content to be efficiently distributed, packaged, “sliced and diced”, to maximise its value.

    Thinking this way might even save a few publishers’ business models. Have a read of The World Is Not Enough: Google and the Future of Augmented Reality to see an example of how we should be thinking more intelligently about ‘content’ as data.

Useful Econsultancy links:

9. Mobile

Clearly the year of mobile was a few years ago. There is so much happening in mobile that it would need a full post of its own: mobile search, mobile ads, mobile payments, m-commerce, social/mobile etc.

So I’ve highlighted just two themes for 2013 which interest me:

Mobile, especially native apps, is less ‘ossified’

With reference to points 4 and 6, I think mobile is where there is still most to play for. People get excited about social, video, connected TV etc but it feels to me like mobile is where there are the biggest chances to be disruptive, to be small, but still have a good chance.

Look at the sheer range of answers in “Econsultancy’s favourite mobile apps from 2012” – this is a fragmented space.

So whilst you are unlikely to have a *really* big app, and the costs of creating, maintaining and marketing it across multiple OSs are bigger than you might think, there are still opportunities to get real engagement and long term loyalty if you deliver a great app that serves a particular need.

M-commerce

For me this has to be the big focus for 2013. And it’s just about getting the basics right: mobile search marketing, a good mobile web experience, better integration of mobile into the multichannel experience, and better integration of mobile throughout the company (marketing, customer service etc).

Responsive design is great but isn’t always realistic as it is more difficult than most people think, therefore hard to find the talent, expensive etc.

Just having a stripped down mobile-specific site that does the basics well would be a good start for most (and, yes, Econsultancy is guilty of not having this). Not wishing to pick on B&Q but when I was out shopping this Christmas and wanted to find the opening times of my local B&Q store on my phone, to then go and buy something in store, I got the following:

Full marks for having a mobile site but it’s not much good when it is riddled with 404s. This reminds me of the early days of websites.

Useful Econsultancy links:

10. Social media

As with mobile, a huge topic. So a few areas I’d single out:

  • Talent (see point 2) – people who actually understand social and how to ‘execute’ – the biggest challenge. Also, how to do social media at enterprise scale is still a big challenge in terms of process and, to a lesser degree now, technology.
  • Personalisation. This is the topic of point 7. There is a lot of talk about ‘social CRM’ and how we can personalise based on social data points but still relatively few executing successfully on this (Amex, KLM, Photobox come to mind as brands who have). So 2013 should see more experimentation and results here.
  • Campaigns making better use of social. In the previous year or so there has been a great improvement in marketing and advertising campaigns that make powerful and effective use of social.

    Read our “10 of the best social media campaigns from 2012” or look at Google’s Creative Sandbox resource for examples. We’ll see more examples in 2013.

  • Owned versus earned social media. Or ‘onsite’ vs ‘offsite’ social as I tend to think of it i.e. social activity happening on properties you own, like comments on your blog, forums you run, reviews on your site etc, versus externally controlled properties like Facebook, or Twitter, or LinkedIn.

    I think this distinction is helpful since some companies mistakenly think they own their Facebook pages or friends. They don’t. Facebook do. In previous years the focus of activity and investment has been in offsite social, most notably Facebook.

    In 2013 I think we’ll see a slight redress in the balance towards onsite social integration, including community management, underpinned, of course, by plenty of ‘content marketing’.

Useful Econsultancy links:

11. Interactive design and user experience

With increasing numbers of devices, at different resolutions, coupled with a desire for efficiency and streamlining of costs and content management, responsive design is understandably a focus for 2013.

However, given the proliferation of devices, it is increasingly difficult to deliver responsive design that isn’t actually somewhat of a compromise all round. As Stephen Pinches of the FT explains below I expect we’ll be designing not for specific ‘devices’ but for different screen sizes which have different use cases.

In an ideal world, responsive design shouldn’t be just about designs that scale for different devices, but about ensuring your customer experience is responsive to the customer journey and use cases across channels.

Web experiences will become increasingly influenced by mobile devices: the tablet-ization of websites evidenced through above-the-fold-swipe-y designs. Personalisation, video, social integration, chat, HTML5… richer experiences generally that are more complex to design for but which must appear simple, elegant and beautiful to customers.

In the War for Digital Talent I expect great interactive designers to soon out-trump even the engineers in scarcity value.

Great interactive designers will be close in nature to the great digital product managers: sensitive to both the customer experience and business needs and able to knit a compelling experience from APIs, content and data that may already be available and craft new digital services and products from them.

Useful Econsultancy links:

12. Advertising

There is lots of on-going interesting experimentation with online ad formats, YouTube is doing some innovative things with ads, the Facebook Exchange (FBX) is proving interesting, but the buzzword in digital advertising at the moment has to be ‘native advertising’, coined I believe by Fred Wilson in this talk.

Native ads are those formats designed for a specific platform and which only exist on the platform: iAds, promoted tweets, Facebook ads, Adwords in Google search, Foursquare etc. This TechCrunch article on “Native ads in 2013” has a good round up, with examples.

In 2013 I’d expect to see continued experimentation here as media owners try to find the right balance between monetisation and the user experience.

In the first instance this focus on native advertising is not really about users, or marketers, but about the business models, or lack of, behind online publishing. It seems you have four choices as a publisher trying to make money out of advertising online:

  • Have native ads. This is great if you can make it work because you should be able to charge a premium AND the advertisers can’t get this form of advertising anywhere else AND the ad experience should be the best it can be for the users in your ecosystem, making it effective. But you need deep pockets to invest in creating and marketing the formats in the first place and you need huge scale to make it worth advertisers working with your bespoke format.
  • Don’t have native ads but have massive scale. You can still make money out of banners and the like but only if you have massive scale.
  • Don’t have native ads but own a valuable niche. You can still command very good CPM rates with standard ad formats but only if the audience you attract has genuine scarcity and value.
  • Be super lean on costs. If you run your site on next to nothing then it is possible to make a living with the smart use of network ads and affiliate networks e.g. as a blogger.

The problem is that most publishers aren’t in any of the categories above, certainly those that have historically relied on print and been focused on a single nationality.

Business model problems aside, the implication for digital marketing of native advertising is primarily yet more fragmentation, and yet more need for specialists that are hard to find. Key will be to prioritise those platforms that work best for your business and target market.

Useful Econsultancy links:

13. Analytics

A lot of the focus for 2013 as regards analytics will be just doing what we’ve talked about a lot already (see next point). As ever, the major challenge here will be finding the right talent to do it.

Following are areas of interest for me which mostly relate to supporting earlier points:

  • Social data and analytics to power ‘social CRM’. See point 10. Lots of talk about social data and social CRM but less obvious successful action to date.
  • Web analytics and business intelligence converge. This has been happening, slowly, for years. It will continue to happen through 2013 as the back end and legacy systems of enterprises become more connected to the digital front ends and web analytics systems and processes.
  • Personalisation and the analytics relating to this. As per point 7.
  • Mobile analytics. Getting better at understanding and optimising mobile usage and behaviour.
  • ‘Agile Browser-layer Content Delivery’ (“ABCD”). These are technologies which live in the DOM of the browser and allow marketers to change what users experience without going back to the server (likeMonetate). This is empowering from a marketer’s point of view; perhaps terrifyingly so for anyone in IT or web operations.

    Forrester calls it ‘dynamic content delivery’. I think of it also like ‘goal hanging’ in football: whatever any other system has done you can nip in right at the end and claim the credit for achieving a desired goal 😉

  • Attribution modelling fatigue. I’m as much a fan of attribution modelling as the next man. However, there is a point where the Return On Analysis Resource (“ROAR”) starts to flatten out i.e. there is only so much attribution modelling worth doing before you conclude a) most of this stuff is worth doing b) social media has a value c) so does email d) so does offline marketing etc.

    Yes, you need to understand and optimise the mix, but I contend it still comes down to point 3: if you focus on the customer needs and the customer experience across your ecosystem then that effort will pay dividends even though you cannot hope to analyse every attribute.

Useful Econsultancy links:

14. Conversion rate optimization (CRO); marketing automation; video; real-time bidding; agile.

These are all things we’ve talked about a lot in 2012 and which are good things to do. So in 2013 we should get busy actually doing them, or doing them better.

Useful Econsultancy links:

15. Connected / internet TV

Back in my 2011 digital trends post I thought that connected TV would make more of an impact in 2012 than perhaps it did, despite the Olympics.

Most of the action around ‘internet TV’ in 2012 was not about the TV itself being connected to the internet but around “second screening”: mobile devices being used in conjunction with linear TV viewing to provide interactivity.

During 2013 I expect ‘social TV’ to gain traction primarily as TV producers and broadcasters become more aware of the commercial and viewer engagement opportunities and begin to commission and produce content that has interactivity and social ‘baked in’.

This is not new but it is becoming more mainstream.

However, the more important shift I expect to see over 2013 is increasing numbers of consumers actually internet-enabling their TVs, many of which have been internet-capable for years.

Many more consumers will have purchased new TVs over Christmas or in the New Year sales with Wi-Fi connectivity. They will connect these TVs primarily to get on demand services like BBC iPlayer and streaming services like LOVEFiLM and Netflix.

Then they’ll find themselves starting to watch cute kittens doing funny things on YouTube, but on their TVs. Then they’ll start watching more and more ‘TV’ off the internet but on their TVs.

If this happens it ushers in an era of huge potential disruption in the broadcast market. Not only does it threaten existing broadcasters and operators but even the likes of Sky should feel threatened. If a Google, Amazon or Apple went aggressively enough after content rights to premium content (sport, films etc) what could they achieve?

At the same time the TV manufacturers (e.g. Samsung and LG) own the interface to this content and thereby potentially displace EPGs (Electronic Programming Guides), like Sky’s, and create new revenue streams for themselves. It feels a bit like the ‘walled garden’ AOL days of the early internet.

Useful Econsultancy links:

16. Honourable mentions: email and SEO

“If I was down to my last dollar I would spend it on PR” is a famous Bill Gates quote. In digital marketing I would cut almost everything else before email or SEO despite them both being supposedly ‘dead’ according to many commentators.

There are some mildly interesting trends happening in both email and SEO, particularly SEO, but nothing that seems fundamentally different to what has gone before or which doesn’t relate to things I’ve already talked about but just applied to email or SEO e.g. social, content marketing, video, mobile.

Most of us still don’t do a good enough job of email or SEO so 2013 is still about better execution.  This is not a technology challenge any more. It’s about people and process.

Useful Econsultancy links:

17. The ascendance of long-form blogging

And finally… I predict a rise in popularity of very long blog posts.

Ashley Friedlein is CEO and Co-founder of Econsultancy. Follow him on Twitter (4,600+ followers) or connect via LinkedIn (5,200+ connections) or Google+.

 

 

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Five Trends Driving Traditional Retail Towards Extinction – Forbes

Five Trends Driving Traditional Retail Towards Extinction – Forbes.

The e-commerce behemoth is coming, but that’s no longer news. Amazon is nearly 20 years old now, eBay just a year younger.

What is news? The behemoth is arming itself. New tactics, new friends and a hefty war chest mean that the old defenses insulating traditional retailers are no longer enough. Venture funds dished out $242 million to online retail startups in the last quarter alone, more than any other period since 2000. E-commerce, meanwhile, is now a $200 billion-plus industry in the U.S., set to ratchet up 15% a year as consumers realize there’s no reason to trek out to the local strip mall anymore.

In the retail arms race, e-commerce is winning. Here are five trends driving traditional retail towards the grave:

1.) Voluntary Conversion

The smart brick-and-mortar players recognize the inevitable rise of online shopping and are adapting to the new realities. Take Macy’s: The 154-year-old retail chain saw online sales rise 40% in 2011 while same-store sales grew just 5.3%. The company is transforming nearly 300 of its stores into distribution centers to speed up shipping for online consumers. Expected to do more than $2 billion in online sales this year, they’re even toying around with in-store online kiosks to help customers scan and compare prices.

Nordstrom, a whippersnapper compared to Macy’s at 111 years old, is taking an even more aggressive approach. With free shipping and free returns in its online store, the company has notched three straight quarters of 35% gains in online sales. Nordstrom is integrating its online and in-store strategies by introducing mobile point-of-sale systems–modified iPod touches–that eliminate lines while helping sales clerks sell customers out-of-stock items. According to Barron’s, the company plans to invest $1 billion (one third of its capital expenditures) into online efforts over the next five years.

While adapting their own infrastructure to serve online consumers, Nordstom is also keeping pace with innovation in the space via  acquisitions and investments. Last year, the retailer spent $180 million on flash sales site HauteLook and led a $16.4 million investment in Bonobos, an online retailer of men’s clothes.

The online practices of veteran players validate e-commerce in the minds of older consumers while accelerating the industry’s growth. It also means they get to survive.

2.) A Losing Cost Structure

When you purchase an item at Bloomingdale’s, odds are that it’s been marked up at least three times. Once when it changed hands from the factory to the brand, again as it passed from the brand to Bloomingdale’s, and once more as it goes from Bloomingdale’s into your shopping bag. The result is a purchase price that’s some ungodly multiple of the item’s actual cost, usually between 2x and 5x.

Brands that operate exclusively online–Frank and Oak, Bonobos, orModCloth for example–eliminate that last markup by selling directly to consumers. By taking ownership of the design, curation and retail aspects of the business, these companies can keep hefty margins for themselves while still undercutting brick-and-mortar competitors on price. And because their stores are made out of bits instead of stone, they don’t face the costs of maintaining unwieldy networks of physical locations.

As for the legions of sales clerks that retailers pay? A single web developer probably replaces twenty of them.

3.) Free Delivery, Free Returns

Even if shipping costs don’t negate the price savings of online shopping, they’ve long acted as a source of friction. Asking consumers to factor in some uncertain, variable transaction cost is never a good way to do business, and asking them to pay for returns is even worse. The experience of returning an online purchase, paying two-way shipping costs and ending up with nothing–except $15 in the red–is enough to make anyone wary of online shopping.

Tony Hsieh and Zappos figured this out long ago and built a $1.2 billion business on the idea of free shipping and free returns. This policy is now de rigeur for serious, full-price e-commerce companies. (Flash sales is a different beast.) The reason is very simple. According to Amanda Bower, a business professor at Washington and Lee University, online shoppers given free returns increase their spend on the same site by 50 to 350 percent in later purchases. When they had to pay for return shipping? The value of their purchases decreased.

Free shipping and returns will be standard for e-commerce companies from now on. One less reason to schlep to the mall.

4.) Subscription Commerce

Call it the “set it and forget it” school of business. The bottom line: People are lazy and certain items just make sense to receive once a month. At the danger of touting a model that has already become a cliche (flash sales was a cliche until it proved itself), I should point out that only certain categories of products work for this model. (Battery Ventures partner Brian O’Malley wrote a fantastic post on this topic.) Razors, as you might imagine, make much more sense as a monthly delivery item than sweaters.

The foundation of the model is recurring revenue, where customers sign up to receive a monthly shipment for a set monthly fee. This is attractive to companies because it creates a steady, predictable revenue stream, not unlikeSaaS businesses. It’s attractive to consumers because the system is convenient and usually cost-efficient compared to alternatives. Dollar Shave Club, for example, ships men’s razors to customers once a month at a fraction of the cost of an in-store purchase. Men save money and a trip to the convenience store. And because DSC sources their razors directly from the manufacturer and sells them directly to the customer, they still enjoy comfortable margins.

Follow me @JJColao and on Facebook. Check out my blog here.

Why do online shoppers abandon from checkout? [Infographic] – Smart Insights Digital Marketing Advice

Why do online shoppers abandon from checkout? [Infographic] – Smart Insights Digital Marketing Advice.

I’m often asked about average ecommerce rates by site owners looking to boost their sales. It’s a year-round concern with this compilation showing that even for established brands during sale periods, the average add to basket conversion rate is around 12% during a visit with convert to order around half that at 5.6%.

If this sounds poor compared to the conversion rate a physical retail outlet would achieve, that’s a fair improvement on ten years ago when we used to speak of a “rule-of-thumb” for average Ecommerce conversion rates of around 2%. The improvement in averages since then suggests the value in conversion rate optimisation. That said, it’s inevitable that online conversion rates will be lower than offline with price transparency available through comparison sites and many still researching online and purchasing offline (the ROPO effect).

Reasons for shopping cart abandonment?

To encourage site owners to think about the factors that lead to checkout abandonment, inEmarketing Excellence we include this graphic to prompt site owners to think about all the factors that can affect conversion. This chart includes both shopping cart abandonment and branding and usability factors that affect the top of the funnel when site visitors are on the home page or browsing category and product pages.

Unfortunately, this chart doesn’t show the relative importance of different factors, so I liked this new infographic from Fifth Gear. Which has compiled different research into the reasons why consumers abandon checkout. The main concerns are clear from the pie charts on the bottom right which include:

  • Communicating shipping costs
  • Convoluted checkout process
  • Enforced account creation

The main reports informing this infographic are from Forrester, there is a good summary of their research in this post from SeeWhy on Shopping Cart Abandonment.

 

Le « Consumer Barometer » 2012 plébiscite la recherché en ligne

Le « Consumer Barometer » 2012 plébiscite la recherché en ligne.

Actualités – Media – Research – 27/11/2012
Le « Consumer Barometer » est un projet mondial d’IAB Europe mené en collaboration avec TNS Infratest et Google afin de déterminer le rôle de l’Internet dans le comportement des consommateurs. Dans ce cadre, le Consumer Barometer montre le comportement d’achat et met en perspective la façon dont les consommateurs utilisent le web comme source d’information avant de prendre une décision d’achat. Où et comment les Belges achètent-ils aujourd’hui? Et quel est le rôle de l’Internet dans leurs achats? Google a effectué une analyse claire du comportement des consommateurs belges en ligne et hors ligne pour l’année 2012. Les données ont été obtenues grâce au « Consumer Barometer » Cet outil de recherche en ligne gratuit donne une vision d’ensemble du comportement des consommateurs dans 39 pays, classé en fonction de diverses catégories de produits. Il montre clairement la façon dont les consommateurs belges et étrangers utilisent le web pour trouver des informations sur des produits et pour faire des achats.

L’Internet a trouvé sa place en Belgique: 79 % de la population belge a aujourd’hui accès au web. L’Internet mobile ne cesse lui aussi de progresser: 22 % des Belges disposent d’un smartphone et l’utilisent pour chercher des produits en ligne. Avec l’aide du Consumer Barometer, IAB Europe, Google et TNS Infratest sont parvenus à montrer le rôle que joue l’Internet dans le comportement d’achat des consommateurs de 39 pays. Ainsi, il est désormais possible de comparer la quantité d’informations qu’un consommateur belge cherche en ligne sur une destination de vacances avant de la réserver hors ligne ou les recherches qu’il effectue en ligne avant de procéder à un achat en ligne. Cet aperçu clair des comportements de recherche et d’achat en ligne et hors ligne aide les entreprises à encore mieux répondre aux souhaits et aux attentes de leur public cible.
Comportement de recherche: en ligne ou bien rien ne vaut de voir?
Il ressort de l’étude qu’un quart (26 %) des consommateurs belges font des recherches en ligne avant d’acheter un produit. Simultanément, 26 % attachent de l’importance au fait de voir les produits de visu ou de demander des conseils en face à face à un expert. Nos voisins français et hollandais montrent toutefois une nette préférence pour les recherches en ligne. Les consommateurs hollandais sont en tête – 38 % n’effectuent que des recherches en ligne et seuls 19 % glanent des informations hors ligne. La différence est moins marquée en France – 34 % font des recherches en ligne, mais 21 % préfèrent effectuer des recherches hors ligne.
En ce qui concerne les produits qui font déjà l’objet de recherches en Belgique, les biens immobiliers, les billets, les hôtels, les vols, les logiciels et les caméscopes enregistrent de bons résultats.
Comportement d’achat: remplir un caddie virtuel ou trimballer un panier?
Chose commune à tous les pays étudiés: les produits qui sont recherchés en ligne sont aussi souvent achetés en ligne. Le consommateur belge suit cette tendance. Les produits précédemment cités – tels que les billets, les vols et les hôtels – sont bien plus souvent achetés en ligne que les produits cherchés hors ligne. Si nous analysons la part des ventes en ligne, la Belgique se démarque de la France et des Pays-Bas: alors qu’aux Pays-Bas, 37 % des consommateurs achètent un produit en ligne, ils ne sont que 28 % à passer à l’achat en ligne en France et 18 % en Belgique.
Julien Blanchez, Country Marketing Manager de Google Belgique, déclare: « Ces résultats permettent de mieux comprendre le consommateur belge. On considère parfois qu’il figure parmi les derniers à adopter une nouvelle tendance – mais en fait, le Belge est tout simplement plus prudent lorsqu’il s’agit de s’approprier de nouvelles habitudes et technologies. Le processus d’apprentissage est parcouru étape après étape. »
Les entrepreneurs belges feraient-ils donc mieux d’attendre encore un peu avant de mettre en œuvre leur stratégie numérique, jusqu’à ce que les comportements de recherche et d’achat soient mieux entrés dans les mœurs? Au contraire, assure Goedele Soetemans de Katchoo.be: « Nous vendons des bottes de pluie dernier cri et lorsque nous nous sommes lancés dans cette aventure, nous étions conscients que les achats en ligne étaient moins populaires en Belgique qu’ils l’étaient dans d’autres pays. Cependant, nous avons choisi de voir dans ce constat plus une opportunité de croissance qu’une menace. Nous avons donc tout misé sur un magasin et une stratégie en ligne. Nous sommes convaincus que si l’on vend un produit de qualité et que l’on fournit un bon service, les consommateurs vont rapidement comprendre les nombreux avantages des achats en ligne. Veillez à ce que les clients potentiels puissent trouver très facilement votre magasin en ligne et vos produits et offrez-leur le meilleur service possible. Les clients qui ont eu une expérience concluante ne manqueront pas de revenir. »