As per Ankush Gera, the CEO of Junglee Games.
- "eCommerce companies must choose their investors wisely and look at their history, their reasons for investing and how they can be helpful in the company's growth.
- Instead of investors acting as cheerleaders, they must lookout for a mentor who ensures that the business spending is in sync with the unit economics and revenue streams to prevent any sort of cash burnout and operational instability, even if scale takes slightly longer to achieve.
- Founders should invest their time in data analytics, predictive science, optimizing customer life time values over acquisition costs and building businesses with high retention and strong network effects.
- This way, by placing a robust business model in position, eCommerce companies can ensure sustainable operations without negotiating on growth and scale."
Retail is in the middle of a major transformation; companies are also re imagining what brick-and-mortar can be, inviting customers to have delightful and unexpected in-person experiences that leave a lasting impression.It's up to retailers to adapt to these changes – and in some areas even lead the way – or they'll fall behind and disappear. Here are predictions by Doug McMillon, President and CEO, Walmart:
1. Customer empowerment and even greater influence
2. I've seen what you have and I want it, too
3. Shared value
Warm regards
G.S.Autee
Our consulting wing works with organisations in the digital and social media marketing space.There are two challenge s .One the website.Most organisations get into the E space as retailers and for commerce. They begin with a website most often spending a fortune on one. And then wait for miracles to happen which of course doesn't.For one websites are expensive more so the Ecom sights. Most can't afford the good ones and the others can't do a good job. The fact the a website is not dormant but needs constant working on to remain alive and known escapes many people's attention.Second service. A great team that understands E com,,delivery and logistics are a nightmare in India.Third is greed. This 24/7 work requires money like Reserve bank and income is in trickles. Yet the lure is huge and worst the compulsion to be in this spac e by the market. The web seems to define the company. And people seeing a well done web site believe the company is brilliant. A nd learn some hard lessons.The churn will go on for a long time to come--On 02-Aug-2017 10:57, "Govind Autee" <g.s.autee@gmail.com> wrote:Dear Sir,
Regular update for this segment is indeed necessary, including Vertical players catering to specific categories like fashion (Jabong, Myntra and others), home furnishing (Urban Ladder, Pepperfry and others)...etc.
Warm regards,
G.S.Autee
PS: Here's what Snapdeal founders told employees after terminating the Flipkart deal...This is what Bahl had to say of his vision for Snapdeal 2.0, according to an email sent out to all employees of the online marketplace.
- After snubbing rival Flipkart's offer to acquire the company, Snapdeal co-founder Kunal Bahl has assured employees of a second coming as the 'champion of all sellers'. He also said that Snapdeal 2.0 is set to clock in gross profits of Rs 150 crore over the next 12 months.
Full text of email sent to Snapdeal employees
Dear Team,
Over the last few months, our company has been engaged in strategic discussions with other players. A lot of time and effort has gone into the process from all participants in this exhausting process. The process has led to intense speculations and uncertainty for our team, partners and shareholders. And now it is time to finally put an end to this saga.
We will be continuing the Snapdeal journey as an independent company. As we have often discussed, the opportunity of e-commerce in India is immense, and the surface of this $200 Billion market has barely been scratched yet. We have a tremendous team, millions of loyal customers, hundreds of thousands of motivated sellers and a phenomenal platform that has been built with years of effort.
All the ingredients of success have always been there in our company. And after the last few months of tumultuousness, it is time to focus on the business and leverage all our strengths to progress towards our vision of building the best marketplace to connect buyers to sellers in India.
The good question to ask is why are we moving down an independent path, when so much effort went into determining a strategic combination. There are a few reasons for this, which go beyond the fact that the deal being contemplated was incredibly complex to execute as reported extensively by the media.
Firstly, there isn't going to be one successful model for e-commerce in India. In every market, there are multiple successful e-commerce businesses, and as long as one's strategy is differentiated and has a clear path to success, there is a great company that can be built. We firmly believe in our new direction - Snapdeal 2.0 - part of which is a laser focus on being a champion for all sellers in India, enabling anyone to setup a store online in a few minutes and focusing on providing large selection of products at great prices to consumers.
Secondly, we have made tremendous progress towards this new path over the last few months and are already profitable at an gross profit (a.k.a. net margin) level, with clear visibility to making upwards of Rs 150 Crores in gross profit in the next 12 months.
Finally, with the ongoing streamlining of costs and sale of some of our assets, such as Freecharge, we are financially self sufficient as a company and don't need to raise additional capital to reach profitability. Needless to say, we will need to keep a tight control on our costs and work towards becoming a hyper efficient culture delivering profitable growth, month on month.
Many of our team members have spoken with me over the last few weeks, reiterating their interest in the fact that Snapdeal should continue in its independent capacity. The passion our team has for our purpose, and the signs of progress being very visible are key reasons why our team continues to be inspired to pursue an independent path. So, the decision is made. There is zero ambiguity. We will be running the company as we have been and rapidly moving ahead with our mission.
Success is never final, failure is rarely fatal; it is the courage to continue that counts. Let's work together to make Snapdeal 2.0 a super success!
Thanks!
Kunal & Rohit
Ref: Article by .By Payal Ganguly, ET Bureau|Aug 01, 2017, 08.16 AM IST;
http://economictimes.indiatimes.com/articleshow/59851135.cms ?utm_source=contentofinterest& utm_medium=text&utm_campaign= cppst --On Tue, Aug 1, 2017 at 9:02 PM, virendra goel <goel.virendra@gmail.com> wrote:What is the present financial condition of the present e-retailing company is something that cannot be ignored. What is customer experience and trust on e-retailers is something needs to be studied.
Regards
Virendra Goel
From: join_mtc@googlegroups.com [mailto:join_mtc@googlegroups.
com ] On Behalf Of Govind Autee
Sent: Tuesday, August 01, 2017 11:58 AM
To: join_mtc
Subject: Re: [MTC Global] Most Valuable Global Brands 2017
India Brand Equity Foundation (IBEF) is a Trust established by the Department of Commerce, Ministry of Commerce and Industry, Government of India.
- As per IBEF, by 2018, the Indian retail sector is likely to grow at a CAGR of 13 per cent to reach US$ 950 billion; sector's High Growth Potential is Attracting Investors
India has occupied a remarkable position in global retail rankings; the country has high market potential, low economic risk, and moderate political risk
India's net retail sales are quite significant among emerging and developed nations; the country is ranked third (after China and Brazil)
Overall, given its high growth potential, India compares favourably with global peers among foreign investors
With investment of around US$ 511.76 billion, the first half of 2016 witnessed the highest annual private equity (PE) in the retail sector, since 2008.Rising Prominence of Online Retail
- Online retail business is the next generation format which has high potential for growth in the near future. After conquering physical stores, retailers are now foraying into the domain of e-retailing
- E-commerce is expected to be the next major area supporting retail growth in India. The industry is projected to touch US$ 100 billion by 2020 growing from US$ 30 billion in 2016
- With growth in the e-commerce industry, online retail is estimated to reach US$ 70 billion by 2020 from US$ 3 billion in 2014
On Mon, Jul 31, 2017 at 9:45 PM, virendra goel <goel.virendra@gmail.com> wrote:
I believe , in India, technology enabled on line retailers are still struggling. Google and Facebook are being used extensively as they are free. What is the status of other top brands ?
Regards
Virendra Goel
• Consumer-centric technology ecosystems are making brands indispensable. Consumers can increasingly carry out a variety of activities, from online shopping to watching television, under the banner of one brand and across multiple devices. This convenience for consumers also allows the most powerful brands to minimise the risk of consumer switching.
• New brands are increasingly born global, allowing them to grow rapidly. Technology allows businesses to provide their offerings globally from day one. This is fostering a new breed of entrepreneur, who is not restricted by the geographical or sector boundaries that have traditionally limited the speed and scale of growth.
• Traditional non-tech brands are adopting technology to innovate and increase consumer appeal. Fastest riser Adidas has introduced 3D printing to produce its footwear, for example, while fast food brand Domino's Pizza offers customers a real-time tracker for their order.
• The BrandZ Top 100 is getting younger. The average age of a brand is now 67 years, compared with 84 years in 2006, reflecting the entry of the newer technology brands and the emergence of brand China.
• Brands that make it clear how they will make consumers' lives better, such as Huawei and Toyota, have grown three times more on average over the last 12 years (the top third grew +170% compared to the bottom third which was +57%).
• Great communications puts a brand at an advantage. The top third in terms of strongest communications (including McDonald's and L'Oréal Paris) have grown 196% in value, compared with 47% for the bottom third. This is because they have successfully amplified the difference they have built.--
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