There are a few firms that I regularly point to as agile commerce exemplars, and one of them is Burberry.
This always makes me smile because being from the north of England and growing up in a culture dominated by shipbuilding and football (and Newcastle Brown Ale), Burberry has long been the iconic garb of the “chav.” Since many of the people who read this blog aren’t from the UK, a quick cultural diversion is probably needed here. But don’t worry - it's relevant to the Burberry story. Honest.
We recently looked at consumer attitudes on this topic, and there’s definitely something to be said for online-to-offline expansion. Forrester’s Technographics® data shows that the use of "buy online, pick up in-store" has grown over the past few years. About 43% of US online adults currently use this feature, up from 33% in 2010. In-store pickup is a great way for retailers to create upsell opportunities, as a third of consumers who go to the store to collect their goods state that they buy additional products when in-store. On top of that, US online consumers that regularly use pickup services are more likely to use coupons, and they are the consumers most likely to use their mobile phone or tablet to purchase goods.
Recently, my colleagues Brian Walker and Sucharita Mulpuru released a great overview of Amazon and its role in retail. What’s clear from this report is that Amazon is affecting everyone, both retailers and consumers. In fact, it shows that for many shoppers, Amazon is increasingly their first stop on the retail path: Thirty percent of US online buyers said that they began researching their most recent online purchase on Amazon.
In Europe, we asked online Europeans about the websites that they used to research products/services in the past three months. In the UK, France, and Germany, Amazon was mentioned most often. While some local retailers hold their own, such as Argos in the UK and fnac in France, eBay is the runner-up in most of these markets.
As we roll towards 2013, the tide is turning; leading online brands, including Apple, Best Buy, Four Seasons Hotels, and Rue La La to name a few, are now putting the features of HTML5 to use on their desktop sites with the goal of enhancing the online experience for customers using modern browsers like Chrome, Firefox, and IE9. We are at an inflection point: With consumer adoption of HTML5-“capable” desktop browsers widespread and web developer understanding of the technology rapidly maturing, HTML5 is no longer an emerging toolset for mobile and tablet development. Instead, it is fast becoming the de facto standard for web experience innovation across touchpoints.
As eBusiness teams evaluate the business case for HTML5 on the desktop, it is important to remember that this not an all-new technology— it is a collection of individual features that extend the existing W3C HTML standards. The decision to start using HTML5 or CSS3 does not require any changes to or throwing away of existing code. Instead, eBusiness teams can simply enhance the user experience of existing sites by incrementally using the new features of HTML5. HTML5 puts more tools in the box, but it doesn’t change the fundamentals of how to build the website.
I spent last week in Tokyo, Japan. Given that an increasing number of our clients are eyeing Japan’s eCommerce market, I thought it would be interesting to share some observations from my trip. Local business perception is that the economy is struggling and will persist to struggle, but robust activity on the street and our most recent Asia Pacific Forecast belie that. There is clearly potential for growth in the market, but changes need to be made before that can happen. Based on my observations, the key inhibitors are:
Low adoption of English in the business world. Japanese is the primary language used to conduct business in Japan. Understandable in the world’s third-largest economy. Many understand English, few are comfortable using it in a professional setting. This issue makes it hard for broader penetration globally across eBusiness. A notable exception is maverick Rakuten where employees are required to have strong English language skills.
Retail is aggressive but mostly single channel in focus. Companies I talked to are trying to understand cross-touchpoint attribution, but there is little evidence of multichannel sales in those stores. BIC Camera, one of the largest consumer electronics chains in Tokyo, for example, offers an enormous selection without the option to purchase across different channels.
To conduct our global eBusiness research at Forrester, we rely heavily on support from our multilingual group of Research Associates and Researchers. Recently, one of our Research Associates, Lily Varon — whose family originates from Peru — spent two weeks in the country and emailed us with her take on the state of eCommerce. Given that an increasing number of our clients are eyeing the online retail markets of Latin America, I thought it would be interesting to hear Lily’s observations of what’s happening in the region’s sixth-largest economy.
“Here are a few high-level findings from my travels:
Consumer adoption of online shopping in Peru remains low. The lack of online shopping is largely due to the fact that it’s just not customary, but also due slightly to the fear of putting personal financial information on the web. Retailers are encouraging consumers to overcome these barriers by prominently displaying payment and security information on the website, as well as educational information such as FAQs, step-by-step shopping, and payment instructions or YouTube videos explaining the shopping and checkout processes.
Last Sunday my washing machine broke down. And for a family with young children, a washing machine is right up there with shelter and food in Maslow's hierarchy of needs.
As the shops are closed on Sundays in the Netherlands, I turned to the Internet to look for a new one. And because I wasn't very satisfied with my old brand, I was looking for another with similar features but (hopefully) better quality. Within minutes I was completely lost in washing cycles, special programs, and all the other fancy features washing machines have nowadays. I clicked picture after picture, trying to enlarge to see the controls, with little success. But I was saved by video. I came across a site that shows a video of each of the products they sell — how they work, what they do, the control panel, explaining what the fancy features mean, and so on. This information, together with the price, helped me decide which washing machine to buy (at that site, of course).
I was thrilled to be back in São Paulo last week visiting with different companies in the eCommerce space. I met with over a half dozen online retailers, as well as other players in the industry including payment providers and market entry specialists. It was also great to have the opportunity to speak at Rakuten’s event on April 24th announcing their official launch in the country.
Below are a handful of takeaways from the trip:
Online momentum is building in categories such as apparel and beauty. In markets like the US and the UK, apparel represents a significant percentage of total online sales. In Brazil, by contrast, this category is just starting to take off, with online sales currently representing a very small percentage of the total market. As issues such as inconsistent sizing are increasingly addressed, however, and new entrants boost the market, the online apparel sector is set to grow substantially. Likewise, there’s much talk of growing beauty sales in Brazil (the country is set to surpass Japan to become the world’s second largest beauty market) – as with apparel, online beauty sales are a tiny fraction of the total today, suggesting substantial growth opportunities going forward.
I’m constantly searching for great examples of agile commerce practitioners. These are hard to find, and it’s rare to come across any one organization that exemplifies everything that we believe an agile business needs to be.
Dynamic. Willing to take calculated risks. Organized for cross-touchpoint customer engagement. A clear vision for the future with the customer firmly at the center.
In the various interviews I do, I frequently find that I end up talking about a British retail icon.
So what’s so special about M&S, you may ask. Well, not only is M&S a digital innovator in the space of video and its use of social media, but under the leadership of its Chief Executive Mark Bolland it is transforming itself into a truly multichannel organization. With a clear ambition to be the “UK’s leading multichannel retailer,” M&S has set itself a stretching target.
Here at Forrester we have been talking about the concept of "agile commerce" for some time now, but it's not always easy to point to live examples of “agile”businesses. What is agile commerce? How do I become agile? Both are very valid questions that we are in the process of building out a series of research documents and case studies in order to answer.
But there is a live example happening right now that encapsulates what agile is all about for me.
For those of you who are yet to become completely addicted to Pinterest (and you will), it's basically an image sharing site that allows you to group together images from around the web into categories and pin them to a virtual pin board. It creates highly visual mood boards, wish lists, galleries, and collections of images that link back through to the original source (which is where Pinterest makes its money). And since so many Pinterest boards are all about style — fashion and home in particular — it has the potential to be a bit of a retail gold mine.