Showing posts with label eCommerce 2015. Show all posts
Showing posts with label eCommerce 2015. Show all posts

Friday, June 26, 2015

Audi is sending a Quattro rover to the moon for the Google Lunar XPrize





Google is funding a $30 million new-age space race, a competition to see who can be the first to put a rover on the moon and cover 500 meters across the lunar surface, all while beaming back high-definition footage to Earth. A series of independent teams around the world are competing, and Audi just got in the game in a big way. The car manufacturer announced Thursday that is has signed on with the German team Part Time Scientists.

We visited Part Time Scientists last year to check out an earlier version of their four-wheel-drive rover as it motored across a simulated lunar environment, testing to ensure the rover's optical systems would work in the harsh conditions on the moon.

The rover shall henceforth be known as the Audi Lunar Quattro. It certainly fulfills the naming criteria, with four-wheel independent drive, and I'd say the brushed aluminum finish fits quite neatly within the Audi aesthetic, too.

Audi said in a press release Thursday it is supporting the Part Time Scientists with its knowledge in several tech fields, "from quattro all-wheel drive and lightweight construction to electric mobility and piloted driving." In addition to know-how, Audi will hopefully give the team the funding it needs to get their rover up where it belongs.

Audi and Part Time Scientists hope to launch to the moon in 2017. But, with two other GLXP teams, Astrobotic and Hakuto, planning to make their launch in 2016, Audi may be entering the race a little bit late. Regardless of who gets there first, we all win.

Friday, June 5, 2015

Facebook Ex-Finance Chief Starts Behavioral Health-Care Company

David Ebersman, who took Facebook Inc. public as its chief financial officer, now has a venture of his own.

Ebersman’s startup is called Lyra Health, focused on using data to improve treatment of behavioral disorders including depression, anxiety and addiction. It is backed by Ebersman and Venrock, the venture capital firm.

Ebersman, who worked at Genentech Inc. before joining Facebook, said he left the social networking company last year in part to get back into the health care industry. He left with Chief Executive Officer Mark Zuckerberg’s blessing, he said.

Zuckerberg “very much believed in the idea that if there’s something important to you, you have to take a shot at it, even if it’s hard,” Ebersman said in an interview. Several of Facebook’s former executives have launched startups on their own, including Quip Inc., by former chief technology officer Bret Taylor, and Asana, the workplace productivity company by co-founder Dustin Moskovitz.
Ebersman plans to make technology for employers, insurers and hospitals that helps analyze treatment outcomes and coordinate care.

“In the current system, far too many patients are undiagnosed, and those who are diagnosed aren’t getting the right treatment,” he said. “Depression and anxiety are very high on the list in terms of cost drivers and issues that negatively affect productivity.”

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Google Cash Above Dividend-Shunning Peers Spurs Call for Payout

The time has come for Google Inc. to join Apple Inc., Microsoft Corp. and other peers in technology by introducing a dividend, according to Charles Sizemore, chief investment officer of Sizemore Capital Management.


Google, the owner of the most popular Internet search service, has shunned cash payouts since going public in 2004. It’s one of a 11 U.S.-based companies with market values of more than $50 billion that aren’t paying dividends, according to data compiled by Bloomberg.

The attached chart compares the 11 companies’ cash, equivalents and investments maturing in a year or less as a percentage of total assets at the end of their latest fiscal quarters. Google had the highest proportion, 49.1 percent. The company, based in Mountain View, California, finished the first quarter with holdings of $65.4 billion.

“It’s time to grow up, wear your big-boy pants and start paying a dividend,” Sizemore wrote two days ago in a posting about Google. He wrote in an e-mail yesterday that he didn’t own shares for himself or his Dallas-based firm’s clients.

Google might consider starting with $1.5 billion of dividends annually, he wrote in the posting. Apple, based in Cupertino, California, paid $11.2 billion during the past four quarters. Microsoft, based in Redmond, Washington, distributed $9.7 billion.

To be sure, Google’s cash-to-assets figure as of March 31 was the lowest since the third quarter of 2008. The percentage was in line with two of the largest Chinese Internet companies: Alibaba Group Holding Ltd., at 49.3 percent, and Baidu Inc., at 56.5 percent

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Thursday, May 21, 2015

Ecommerce aggregator iPrice raises $550,000, sets sights on Southeast Asian markets

After global financial services firm UBS came out with a striking projection for ecommerce in Southeast Asia – a fivefold growth to US$35 billion by 2020 from about US$1.1 billion today – startups operating in this space are making sure they won’t miss out.


Malaysia-based iPrice, a site that aggregates a multitude of ecommerce sites in Southeast Asia into a single shopping destination, is upping its game. The startup has raised US$550,000 in seed funding from Asia Venture Group (AVG) to double down on its machine learning algorithms and compete with the likes of Pricepanda and Save22.

Established in October 2014, co-founder Heinrich Wendel says the website aims to create an enjoyable shopping experience by giving consumers not only a visual but intuitive way of discovering products. Whereas other sites in the space are all about comparing prices, he explains that iPrice focuses on narrowing down – through an easy-to-use search and filter interface – the vast volume of products online to suit a user’s preference.

“No matter whether you are looking for a blue and black dress, three-inch high heels, a solid backpack, or a classic Chesterfield sofa, we will show you where you can get the best offer,” he adds.

Shoppers browse through millions of products on the site by categories, brands, models, and colors, among other attributes. All products are automatically linked to special promotions and coupons offered by ecommerce stores.

iPrice is already live in Singapore (iprice.sg), Malaysia (iprice.my), Philippines (iprice.ph), Hong Kong (iprice.hk), Thailand (ipricethailand.com), Indonesia (iprice.co.id), and Vietnam (iprice.vn). It offers more than three million products from over 10,000 local and international brands sourced from different ecommerce stores.

Free online marketing

iPrice has already signed up more than 30 ecommerce stores such as Lazada, Zalora, and Luxola. It sources the products on its site using a combination of data feeds stores provide, its own crawler, and an automated classification system. This model appeals to the stores, especially the smaller ones since they no longer need to build up expertise in online marketing to compete against incumbents.

“We know that online marketing services can support retailers in expanding their reach to new target markets and growing their customer base. Therefore, iPrice works with ecommerce sites in the region, offering them an additional channel to market and advertise their products,” notes Wendel.

iPrice assures its partners of a real revenue opportunity, claiming it only sends highly targeted traffic or online shoppers who have a clear intent to buy.

Since its launch, Wendel says traffic on iPrice has been doubling every month. “We have seen tremendous traction – quarter of a million monthly sessions,” Wendel says. While not all of these sessions are successful leads, the conversion rates are high, according to him.

iPrice gets a commission of between five and 15 percent of every sale. Over the last three months, it has booked a revenue of US$1 million.

International expertise

iPrice largely attributes its initial success to the technology it built and to the help it received from investor AVG. “Through them, we quickly acquired international know-how, expertise, and talent in the fields ranging from technology and online marketing to the business side of things.”

AVG is a hands-on, private internet holding firm that focuses on digital distribution models. Its portfolio includes successful investments like iMoney, Trusted Company, and Happy Fresh.

iPrice plans to use the capital it obtained from the VC for two key things. First, it will improve its site by adding more filters so users can really find what they’re looking for and building out its algorithms. “We’ll try to personalize the experience, wherein based on the behavior of the user on the site, we will make personal recommendations. We want to make sure conversion rates for stores are high.”

Second, Wendel says they’re ramping up their sales team to get more ecommerce stores on board.

A universal checkout system is also in the cards, but he says this may take as long as four years.

Curated content

The ecommerce sector has been partly held back by consumers wary of buying stuff online for fear of getting scammed. iPrice addresses this concern by making sure only trusted stores are featured on its site. “We will follow a similar approach and aggregate information about ecommerce platforms. Are they trusted companies? Are they quick in addressing consumer concerns?”

iPrice goes a step further by incorporating valuable content to help consumers in their purchasing decisions. “We’ll provide editorial content such as tips on how you can find out if a product is fake or real.”

Wendel recognizes that every market is a different culture and perspective in terms of what the community wants. Therefore, it employs local talent in all countries it operates in to learn more about those markets.

“We are targeting all 600 million people across Southeast Asia. Every day a new online store opens, there are hundreds in each country, the potential is huge,” he says.

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Wednesday, May 20, 2015

Automattic buys WooCommerce to get into e-commerce — its largest acquisition to date

Automattic, the company behind WordPress.com, is buying WooCommerce, a popular e-commerce platform built on WordPress with over $1 million in monthly recurring revenue.




Automattic chief and WordPress creator Matt Mullenweg announced the deal today, but declined to share the terms of the deal. Here’s what we know: WooCommerce’s 55 employees are joining Automattic, WooCommerce is currently profitable, and there are no plans (yet) for WooCommerce’s plug-and-play e-commerce service to land on the for-profit WordPress.com.

It’s noteworthy that WooCommerce competes with e-commerce platforms like Shopify (which is going public) and Squarespace.

We spoke to Mullenweg about the deal this morning, one month before his company turns 10 [the interview was abridged by us for readability’s sake]:

VentureBeat: Will any of this tech make it into WordPress.org?

Mullenweg: It’s actually exclusively there. It’s already open source GPL. We don’t have plans currently for it to make it to WordPress.com

VB: Really? I had assumed it would be automatically built into WordPress.com.

Mullenweg: I think it’s a little bit further down the line. There’s a lot to do with the plugin already.

VB: What about Squarespace? Does this acquisition make you more competitive?

Mullenweg: Absolutely. I would like to think everything we do makes us more competitive. If you look at the data, people are still using WordPress over Squarespace.

We’ve been thinking about this for a really long time — the best way to bring e-commerce to the WordPress world…

VB: Automattic turns ten next month — what’s next?

Mullenweg: We’ll talk about that soon. We’re really focused on Woo today. We have two major lines: WordPress.com, Jetpack, and this is adding a third. It’s far and away our biggest acquisition. It’s six times larger than anything we’ve done before.

VB: This deal seems to be about making WordPress a one-click tool.

Mullenweg: It’s definitely not easy to do. We have teams inside Automattic working on it. The challenge is bringing it to a wider audience. Things like e-commerce definitely bring us closer … it’s thousands and thousands of small improvements every day.


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Tuesday, May 19, 2015

Alibaba’s eCommerce Competitor JD Invests $171M in ERP Software Firm Kingdee

Alibaba’s eCommerce competitor JD (JingDong)  has announced that it will invest $171 million in Chinese ERP software firm Kingdee, for about 10% of the shares. Both firms have entered into a strategic partnership and the transaction is expected to be closed in second quarter of 2015.



JD wants to further explore its eCommerce and logistics IT solutions. Hence, Kingdee’s integrated ERP solution will be integrated into the enterprise cloud platform migration program to better meet the needs of the growing Chinese market enterprise-class solutions.

Founded in 1993, Kingdee International Software Group Co. makes enterprise resource planning software to manage various aspects of a business like inventory, manufacturing, logistics, expenses and sales. More than 4 million businesses use its services worldwide and it claims to have over 50 million subscribers.

Earlier this year, JD had launched an initiative to bring imported food items to its tens of millions of Chinese customers, to compete against Alibaba which has grown its selection of imported goods. It has also invested in vacation and tourism booking site, Tuniu and U.S. based wearable startup, Misfit among others to grow its eCommerce portfolio even stronger.

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Capacity to innovate, execute key in e-commerce, say experts

Experts also observed that digital penetration and the growth of e-commerce has seen market consumer product leaders struggle to cope with the new kind of customer



New Delhi: The ability of businesses to innovate and execute will determine their success in the e-commerce era.

Experts at a panel discussion organized by the Confederation of Indian Industry (CII) and Singapore Management University backed this view as India attracted investments of more than $4 billion in 2014 in the e-commerce industry, led by online marketplaces such as Flipkart and Snapdeal.
Execution by a company will be a key determinant of its success in the highly competitive e-commerce space, said Manoj Kohli, managing director, Bharti Enterprises.

Spotting fast changing customer behaviour, he said, was the other critical piece to a business’s sustainability. “Consumer behaviour is changing faster than the industry can see.”

On the high valuations of e-commerce start-ups, Sanjeev Aggarwal, senior managing director, Helion Ventures Pvt. Ltd, said that while the potential of greater Internet penetration has driven investor interest in the e-commerce space, the quality of execution by companies will determine their survival.
“There is a lot of focus on customer-centricity, which is fundamental to building a great company,” said Aggarwal.

Arvind Singhal, chairman and managing director, Technopak, sounded a note of caution about what he called “incredible start-up activity”.

Singhal said that there was lack of innovation and differentiated business models that could lead to value erosion.

“There are a lot of ‘me-toos’ who could end up destroying values not only for themselves but also for somebody else because if lowest price is the only differentiating factor and there is no real innovation,” he said.

“Valuation might be there, but even if they were to execute well, if there are 10 other players in the same space doing exactly the same thing no matter how smart you are executing, lowest price wins and investors lose,” he said. India is home to nearly 3,000 start-ups, and the pace at which new businesses are being started has accelerated.

Experts also observed that digital penetration and the growth of e-commerce and the consequent change in customer behaviour has seen market consumer product leaders struggle to cope with the new kind of customer.

“You not only have to be a risk taker but you have to innovate at every step of your business cycle because this customer is changing. It is a moving target because of penetration of phones, of digital communication. The customer aspirations are moving ahead of time,” said Singhal.

Indian entrepreneurs’ do not lack the ability to innovate and they should focus on executing their ideas, said Arnoud De Meyer, president, Singapore Management University.

“In most other countries I would say you have to stimulate creativity. However, I think there is an overabundance of creativity in India in getting practical solutions, but I think total commitment to quality and execution once you have that creative idea is absolutely essential for managing innovation,” he said.

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In the New Golden Age of Ecommerce, Social Collaboration is Key

Mobile app usage grew exponentially in 2014, up 76 percent from 2013. Consumer use around retail and e-commerce -- via mobile -- doubled at 174 percent year over year (YOY). The shopping experience has taken over our phones, and the message has never been clearer: online retailers must fully integrate with the mobile habits of consumers to meet this growing opportunity.


In 2014, mobile social media use grew 103 percent YOY. Brands and retailers have improved their ability to reach consumers in their social habitat but wider ecommerce must find ways to integrate and offer similar experiences. The key is to replicate the social experience by creating collaborative, accessible shopping environments.

Related: 5 Ways to Win Back an Abandoned Shopping Cart

Why are there no shopping apps in the top 15?

Smart mobile devices offer natural advantages over traditional web-based platforms and e-commerce as a whole could be taking more advantage of this by building shopping experiences with more robust social and collaborative features. As consumer behavior expert Nir Eyal puts it, mobile devices, despite their innumerable uses, are still fundamentally tools that we use to communicate.

 We’ve moved so many parts of our life over to mobile because it captures this innate ability of our devices to sync up with the people in our lives and make any experience more social. Ecommerce leaders could be taking more advantage of this by offering shopping experiences with more robust social and collaborative features.

Many apps have become perennial top-list makers by taking some functionality of your smart device and enhancing it by directly linking it to your contacts or social networks. The way that Instagram became a top 10 list fixture by transforming smartphones into social cameras, an app may come along and fully realize the potential of these devices to be social shopping carts. 

This is especially relevant now that Apple Pay and Google Wallet have already turned smartphones into payments devices. That there are no ecommerce apps in the top 15 shows that Amazon (#19) and eBay (#21) could be doing much more to integrate device functionality into their mobile experience. Pinterest (#20) is only in the very early stages of introducing e-commerce options, but is leveraging social functionality more than others on the list.

But social collaboration includes more than just importing your contact list or Facebook friends to share data on an app. It includes the creation of a connected experience between people where communication is sustained and tasks are accomplished as a group over the life of the relationship. Like Slack for workflow or GroupMe for friend chat, a social ecommerce app should help accomplish group shopping for those who regularly make purchasing decisions together and provide a platform for sustained collaborative use.

 Group shopping is often never completed because users can’t sync up effectively due to their busy lives; however, mobile options allow group shoppers to finalize their carts wherever and whenever they want. Collaborative mobile retail could give shoppers a reason to stay in touch around shopping the same way other industry-leading apps give their users a reason to stay in touch on other life tasks.

Related: This Startup Wants to Make Shopping Online Even Easier

The collaborative social formula

The growth in consumers shopping on mobile is largely due to retailers like Amazon successfully creating experiences for mobile that do not trade down from, but add to, the experience on the main e-commerce site. Consumers shop on mobile for two main reasons that the web doesn’t always offer: convenience and collaboration.

While market leaders like eBay and Amazon have successfully honed the convenience of using a mobile device to shop, the collaborative opportunity of the shift to mobile may get overlooked.

Manufacturers and developers have been enabling “social” capacity in apps and everyday appliances, including TVs, refrigerators, baby cameras, and thermostats that can tweet or post on Facebook, but these don’t transform the experience into a truly collaborative one and therefore don’t have much influence on the consumer. A primary driver behind the growth of connected devices is the desire to connect more of our everyday experiences with other people, not the desire to connect more of our devices to the Internet. Mobile still offers the most potential for the marriage of unforced social interactions and daily tasks, and m-commerce will continue to grow and diversify as more retailers take notice.

The future of collaborative shopping

Mobile, digital and social capabilities are evolving alongside consumer attitudes and habits, which includes digital shopping.  This said, online retailers must fine-tune their strategies and offer experiences that are both convenient and collaborative to continue to appeal to a new kind of shopper. We may see a new golden age of the e-commerce marketplace if Amazon and its competitors continue to capture the inherent benefits of a mobile strategy in terms of both convenience and collaboration. They may have only scratched the surface of a much bigger opportunity to come.

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A start-up that guarantees the lowest prices online could become Amazon's biggest threat

Washington (AFP) - Jet.com has yet to launch its online retail site to the public, but has already drawn attention as a would-be game-changer that could take on Internet giant Amazon.

Jet has raised $220 million so far for an ecommerce service with some 1,600 retail partners, and plans to sell some 10 million products when it launches in the coming weeks.

The startup will charge $49 a year for membership to allow consumers to get "the lowest price on anything they buy online," according to a Jet spokesman.

With Jet.com in its beta testing phase, a number of media reports showed that its prices on goods ranging from electronics to household products are lower than those of Amazon.

Jet says it sees opportunities, while downplaying the rivalry with Amazon.

"With only eight percent of retail sales currently happening online, we believe the ecommerce market still has plenty of room for new companies, innovation and growth," a spokesman told AFP by email.

"Jet isn't attempting to compete with other large e-commerce players or be crushed by them, the e-commerce market is large enough for many different companies to exist and be successful simultaneously."

Jet will use dynamic pricing which can change with the number of items placed in a basket. This is done by a team of engineers who are "constantly recalculating which seller can send that entire order to you most efficiently and cheaply," the spokesman said.


Jet is led by Marc Lore, a founder of online retailer Quidsi -- including diapers.com and soap.com -- sold to Amazon in 2011 for $545 million.

Lore said in a recent blog posting that "we believe that there is big opportunity to deliver meaningful value to mass consumers by optimizing the underlying economics of online shopping and unbundling the embedded retail costs that drive up price."

Figuring out the box

It remains unclear if Jet.com can have an impact, but Forrester Research analyst Sucharita Mulpuru says the company has a fighting chance.

"My impression is there is an opportunity for another Web player to do something disruptive and give local merchants a chance," she told AFP.

Mulpuru said Lore's previous company had a good user interface and was efficient in other areas such as "figuring out exactly what you can fit into a box."

"If anyone can pull it off, it's this guy and these investors," she said.

"They're a smart group and they know something about ecommerce. If they can just hold their own and not have a bloody financial loss day after day, they will have won."

Some analysts say it may difficult to get a toehold in a sector led by Amazon, which sells not only physical goods but connects with customers though ebooks, music, video and other services which won't be available on Jet.com.

The merchandise part of Amazon's business "has had little if any profitability," says Bob O'Donnell of the consultancy Technalysis Research.

"They've had to spend tens of millions on infrastructure. They've had to become a logistics company and the challenge for anyone entering this space is trying to figure that out."

O'Donnell said Amazon has built a loyal following with its vast array of goods -- estimated at 200 million or more for US customers -- as well as well-stocked inventory to enable rapid delivery.

With Amazon in the background, "it will be difficult to compete on price, and difficult to compete on service," O'Donnell said.

In another development which could impact Jet, US retail giant Wal-Mart recently announced a $50 annual subscription service which includes three-day delivery of many goods.

Jet is also facing Amazon's $99 Prime program which includes free delivery and a number of other services such as music and video.

Ulterior strategy?

Larry Chiagouris, a Pace University professor of marketing, said Jet is using the membership model used successful by club stores such as Costco, which could attract customers.

Chiagouris said Amazon "is not universally loved" and that some retail partners are less than satisfied with Amazon's revenue sharing.

"If I were Jet, I  would see which companies are not happy, and try to assure them, and bring them in," he said.

Still, Chiagouris said the ultimate goal for Jet may not be to beat Amazon but to join them.

"It is unlikely that it will take much share from Amazon," he said.

"Rather, its strategy seems to be to build up enough business to be able to sell itself to Amazon."

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Friday, May 15, 2015

Online versus offline again on e-commerce FDI

The government on Thursday initiated consultations with stakeholders of the retail sector to consider foreign direct investment (FDI) in e-commerce, but physical chains expressed their reservations.

The Retailers’ Association of India (RAI), which represents the Future Group and Reliance Industries, among others, initially rejected the invitation for the meeting. The business should be classified on category of goods and services provided and not on channels like brick and mortar stores or e-commerce, the association said.

ALSO READ: BJP stance on FDI in multi-brand retail unchanged: Jaitley

However, representatives of the RAI attended the meeting with Commerce Minister Nirmala Sitharaman, along with members of business chambers Ficci and CII. Praveen Khandelwal of the Confederation of All India Traders was also present. Besides, e-commerce players like Flipkart, Snapdeal and eBay, international companies like H&M and Ikea participated as well.

“It was the first meetingwe are not taking any position this way or that way from the ministry. We have heard everybody. In fact, this is not going to be sufficient,” Sitharaman said after the meeting.

According to people present in the meeting, the government will continue consultations over FDI in e-commerce and the next meeting has been scheduled after a month.

At present, 100 per cent FDI is allowed only in business-to-business (B2B) e-commerce and not in the retail segment. Earlier, a statement by Kumar Rajagopalan, chief executive officer of the RAI, said, “There should be a level playing field in respect to FDI among different retail formats. It is our concern that although the outcome of e-commerce and retail in physical world is the same, the treatment meted out by the government to the two players in the same market is inequitable.’’


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Govt discusses FDI in e-commerce with Flipkart, Snapdeal, Amazon and industry stakeholders

With the government holding discussions on FDI in e-commerce with various stakeholders, industry today said there should be a parity between online and offline retail policy, reports PTI. The government discussed various issues related with foreign direct investment in e-commerce sector with several stakeholders including Flipkart, Snapdeal, Amazon and industry associations like CII, FICCI, NASSCOM etc.


According to PTI, at present, 100 per cent Foreign Direct Investment (FDI) is allowed only in business-to-business (B2B) e-commerce and not in retail segment.

“FICCI feels that FDI should be allowed in B2C e-commerce with a focus on sourcing from manufacturers and in a phased manner. The idea is to emphasize that there has to be a parity between online and offline retail policy with respect to FDI levels,” the chamber said.

“By broadening the scope of foreign investments in e-commerce to include inventory apart from marketplace, the government would be placing the Indian industry at par with other emerging markets where both marketplace and inventory models are able to operate freely. As the policy is reviewed, it is important to focus on development and encouragement of MSME sector which is certainly the driving force behind the vision of Make in India. This should ensure domestic manufacturing gets impetus,” FICCI stated.

However, CII said that e-commerce in India is at a relatively nascent stage and the market is yet to attain full maturity level. “While CII is favourably inclined towards 100 per cent FDI in B2C route, the sector should be given some time to come to a level where it can compete globally,” it said.

NASSCOM President R Chandrashekhar said growth of e-commerce is essential because it would enhance efficiency and access to market for small manufacturers and people in the unorganised sectors. “Nurturing of the e-commerce players through investment, including FDI is a very important development. A view expressed by some that e-commerce could lead to greater imports. We do not hold that view at all,” he said.

FICCI said that FDI in e-commerce would create new global markets for small businesses and help them scale at almost no cost besides generate employment and spur investment in supply chain management, warehousing and logistics services.

CII too said that it favours 100 per cent FDI in B2C route and the sector should be given some time to come to a level where it can compete globally. It recommended that the policy should establish a level playing field for all stakeholders in the e-commerce sector besides ensuring safeguards to Indian players such as mandatory local sourcing, privacy, safety against tax evasion, checking e-wastage. It took the line that retail business should not be classified based on channels like offline stores and online.

CAIT said that instead of allowing FDI in e-commerce, a study should be made about the advantages to the nation accrued so far from allowing 100 per cent FDI in single brand retail and 51 per cent in multi-brand retail. “A Board of Internal Trade should be constituted giving participation to domestic trade representatives to regulate and monitor the internal trade of India and to make it compatible to meet global challenges. Specific act, laws, rules must be formulated for conducting domestic e-commerce business,” it added.

In a statement, NASSCOM said that the FDI policy should address diverse needs of entrepreneurs and investors. “It is imperative that entrepreneurs, who have already made significant investments and are looking ahead to a robust growth and market share, should be allowed to seek investments to support business operations. The government should work towards creating conditions that motivates e-commerce start-ups and investors, and not bog them down with regulatory conditions and unviable restrictions,” it added. It also said that there should be no mandate to conclude sale of products sourced from India.

“The policy should stipulate that companies should offer 30 per cent locally sourced products, without any criteria related to sourcing from SMEs,” NASSCOM added. Further it said any restrictions imposed by states will serve to deprive the sector from the inherently efficient processes and infrastructure development opportunities, contributing to employment and revenue generation opportunities.

“E-commerce has seen funding to the tune of USD 3 billion and is growing tremendously. It is also attracting global interest as is evident from SoftBank’s investment of USD 10 billion in India over the next few years,” NASSCOM said. It has emphasised that “100 per cent FDI should be allowed in B2C ecommerce and there should not be any conditions and stipulation on investment in back end infrastructure.”

It informed the meeting that the e-commerce companies are facing numerous regulatory challenges in different states. It asked the government to publish broad guidelines that enable ease of doing business for these companies and could be adopted by the state governments. At present, the industry accounts for revenue of USD 14 billion growing at CAGR of 25 per cent since FY’2010, it added.

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Thursday, May 14, 2015

FDI in e-commerce: It’s Flipkart, Snapdeal vs Amazon, eBay

NEW DELHI: The government on Thursday began consultations on FDI in B2C e-commerce amid a sharp divide between Indian and foreign players. While domestic companies such as Flipkart and Snapdeal opposed FDI during a meeting by commerce and industry minister Nirmala Sitharaman, foreign players such as Amazon and eBay made a strong case for it. 


"We have always maintained that opening up this sector to FDI will be good for consumers and Indian businesses as it will allow us to partner with local manufacturers to source products not carried by other sellers on the marketplace, and support the Make in India vision," said an Amazon India spokesperson. 

Around 60 players from the industry, including representatives of Amazon India, Snapdeal, Ikea, Japan Plus, eBay and Flipkart attended the meet. 

Domestic e-tailing companies fear it will allow global giants such as Amazon to bring its inventory-based model here, which works on the principle of buying goods in bulk at a low price from small businesses and selling them at a discount to consumers. Currently, e-tailers operate through a marketplace model where independent sellers use their websites to reach out to customers. 

"FDI in e-commerce will not have a good impact on the Make in India model. It will allow Amazon to squeeze and manipulate small businesses and flood the market with Chinese goods. The e-commerce industry has already received around $9 billion FDI. It has created thousands of jobs. What is the point of changing the policy now," said an executive with a large Indian e-tailing company. 

At present, 100% FDI is allowed in B2B e-commerce space, which helps global retailers such as Walmart operate cash-and-carry business. A Snapdeal spokesperson said, "The government must tread this issue with caution to ensure that there is no adverse impact on the growth of MSMEs in the country." 

A CII spokesperson said, "E-commerce in India is at relatively nascent stage and the market is yet to attain full maturity level. While CII is favourably inclined towards 100% FDI in B2C route, the sector should be given some time to come to a level where it can compete globally." 

Flipkart also flagged tax issues at the meeting, where Sitharaman said it was only the first in a series of consultations and it will take more such meetings to come to a conclusion about FDI in B2C e-commerce.

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3 More Tips for Better Ecommerce Video Results



A good ecommerce product video can help online shoppers learn more about a particular item, make an emotional connection to some products, and, ultimately, make a good buying decision.

The premise for this success is relatively simple. Videos can convey more and better product information than text alone. In fact, ReelSEO, an online publication for video marketing, reported that nearly three quarters of online shoppers believe that video content had influenced a buying decision. Given the potential impact, it can make a lot of sense to try to optimize ecommerce video to boost sales.

Back in August 2014, I described three tips for making ecommerce videos more effective.

In this article, you’ll find three more tips or suggestions for making the most out of your product videos. These more recent tips are based on a report from Google, which was largely aimed at video advertising but may offer insights about how to get even better results with videos placed on an online store’s product detail pages.

1. Use a Large Video Player

The Google report, “Are Your Video Ads Making an Impression?,” looked at an approved Interactive Advertising Bureau advertising measurement called a “viewable video impression.” This measurement considers a video ad to be viewable when half of its pixels are visible on the screen for at least two consecutive seconds.

Google wanted to understand what made a video ad more viewable, using this definition. For an ecommerce product video, one would hope that customers would be looking at more than half of the available pixels for a mere two seconds. Nonetheless, the things that make an online video ad viewable might also apply to videos more generally.

For example, Google found that, in general, folks were more likely to watch video ads that played on relatively larger video players.



Of the video players measured, sizes that were larger than 640 pixels by 480 pixels had video viewability rates of better than 80 percent. As an example, players that were 848 pixels wide by 477 pixels high had a video viewability rate of 88.6 percent.

Conversely, the most common player size for video ads — 300 pixels by 250 pixels — produced the lowest video viewability rate at just 19.8 percent.

For video ads, this data is telling, especially since Google drew its data from a sample of video ads shown on a variety of sites and devices.

Assuming that there are at least some similarities between what makes an online video ad viewable and what encourages online shoppers to watch an ecommerce video, consider giving product videos more on-page space.


Online fashion store ASOS uses this approach. Many of the store’s product detail pages include a “View Catwalk” link that opens a relatively large video player.

2. Place Your Video Front and Center

Google also found that video player placement impacted video ad viewability. Videos placed at the center of the screen and within 250 pixels of the top of the page enjoyed the highest video viewability rates.

Again, assuming that the principles that make a video ad viewable are similar to what makes an ecommerce product video get attention, it might make sense to place video players in a prime position on product detail pages.

For online sellers, one good way to manage video position may be to share space with the main product image.



Online kitchen supply retailer Williams-Sonoma includes its ecommerce product videos as a link just below the main product image. When a shopper clicks on the link, the video replaces the main image. While this is probably not as effective as having the video player loaded (full-size in the middle of the page), it does put the video link in a high visibility area and conform to product detail page conventions.


3. Have Faith, Make It Obvious, and Test

To a certain extent, the Google findings are not earth shattering. Rather they point toward making video obvious on your site. But these suggestions do require a certain amount of faith.

Before an ecommerce marketer places large product video player in the middle of important pages, that marketer needs to believe that product videos will, in fact, boost sales.

While there are several anecdotal reports and case studies that show videos can increase ecommerce conversions, the estimated impact can vary greatly, with some saying video produces amazing 40-percent increase in sales and others reporting more modest 4-percent increase.

So my final tip really has three parts: have faith, add obvious video content to your site, but measure the results. Consider using an A/B testing format to decide if ecommerce product videos make sense for your site. And don’t skimp on the testing, measuring things like video player size, player position, and video content.

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Monday, May 11, 2015

Alibaba buys stake in U.S. e-commerce site Zulily

Alibaba Group Holding Ltd. has taken a stake of more than 9% in U.S. e-commerce site Zulily Inc., giving it new exposure to the American consumer market.

The stake was disclosed in a securities filing the showed Alibaba spent around $56 million buying stock in Zulily, much of it as the U.S. The company’s shares plunged in recent days.

It wasn’t previously known that Alibaba owned Zulily shares. The Seattle-based website sells a wide range of clothing and other merchandise mostly aimed at moms. It offers deep discounts in “flash sales” that typically have time limits.

The company considers Alibaba BABA, -0.09%  a competitor, according to Zulily’s ZU, +12.82%  filings.

Alibaba, which has made minority investments in a number of U.S. Technology companies, isn’t looking to acquire Zulily outright, a person familiar with the matter said.

Five-year-old Zulily went public in November 2013 at $22 a share. The shares then surged above $70 in early 2014, as the company reported fast sales growth and added new customers at a rapid pace. Its sales topped $1 billion last year, making it one of the fastest retailers to reach that milestone.

But Zulily’s shares have plunged this year in the wake of disappointing quarterly reports that showed sharply decelerating sales growth and difficulty holding on to customers, many of whom aren’t returning to Zulily’s website after making a first purchase.

Zulily’s shares closed at $13.30 on Friday, down 43% so far this year but off a record low of $9.09 touched this past week. The company’s market capitalization is now close to $1.5 billion.

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Thursday, May 7, 2015

Oculus to sell consumer version of its Rift virtual reality headset from early 2016

Bengaluru: Virtual reality technology company Oculus said it would start shipping the much-awaited consumer version of its Rift headset in the first quarter of 2016.
Pre-orders for Rift will start later this year, Oculus, which Facebook bought for $2 billion last year, said.



Previous versions of the VR headset, available since 2012, were aimed at developers to make games and run tests. The consumer version was widely expected sometime this year.

"In the weeks ahead, we'll be revealing the details around hardware, software, input, and many of our unannounced made-for-VR games and experiences coming to the Rift," the company said on a blog post.

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Tuesday, May 5, 2015

5 Cheap (or Free!) Digital Tools You Could Be Using for Your Ecommerce Site




Marketing your ecommerce site takes money -- sometimes money you don’t have. Fortunately, there are plenty of free and cheap tools out there to help you get the job done. Some are as simple as hashtag use in social media, while others may take a little more research and practice. In the end, if it helps you market your ecommerce business for a fraction of the cost, why wouldn’t you go for it?

The tools listed here range from promotion assistance to ad design and everything in between. Even if one of the tools wasn’t specifically designed for ecommerce, it could have ecommerce applications. Let’s take a look.

Offerpop

When you want to create a promotional offer, whether a sweepstakes or contest, Offerpop is the way to go. It does cost money to begin and maintain a campaign, but the cost is negligible when compared to the money you’d spend trying to pull off design, placement, coding, content, and management.

The campaigns run on any social media platform out there, from Facebook to Vine and everything in between. You won’t need to redesign or recode for each network -- not even the graphics.

Canva

Speaking of graphics, what do you do when you need high quality social media headers and blog images? Without a full-time designer on staff, it’s hard to develop images you’d feel comfortable using on your marketing and promotion efforts. Canva makes just about everyone a graphic designer -- on a much smaller and more amateur scale, of course.

There are some things only a trained and experienced designer can do. For the rest, Canva can get the job done. With templates, easy sizing, and even some free backgrounds, this cheap (or even free) resource covers your simpler graphics needs.

Camtasia

Running a small ecommerce business probably means you don’t have the budget for professional video production. Apple computers come with a fairly intuitive video editing program, but what about PC users? Well, now there’s Camtasia, which actually offers more tools than the basic iMovie offering from Apple. 

Again, there’s a charge for the software, but really, how expensive is $99 one time when compared to the money you’d spend having someone else film and edit your ecommerce product videos? 

Overvideo

Sometimes you just need something quick and powerful without paying exorbitant prices. Overvideo lets you create short snippet videos, lay text and CTAs over the images, and then share to all your social networks. The app gives plenty of control over your final product, including choices for fonts and timing for text to appear.

The videos really are short and to the point, so Overvideo is perfect for Instagram, Twitter, and Vine, where you just have a few seconds to grab a buyer’s attention. The links within the video lead to landing pages or just your website home page. Marketing that makes a difference without breaking the bank? Perfect.

Fiverr

Fiverr gets a bit of a bad rap, which isn’t entirely deserved. Yes, there are potential pitfalls of contracting strangers to do work for very small amounts of money. If you go into Fiverr with your eyes open and a solid plan, you can get a lot out of your experience.

Logo creation, website development, content creation, and so much more is all available. It’s silly to think you could get a five-minute long video created and produced for only five dollars. The more legitimate freelancers on the site will offer levels of service, meaning you’ll get quality work for more than five dollars, but still less expensive than other freelance or agency services. You may be able to pull together a host of services for a reasonable amount of money.

As you’ve probably already seen, there really are tools out there to help you develop and market your ecommerce company while remaining well within your budget. Need more ideas? Check out even more free tools you could be using to make the most of your ecommerce site.


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