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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Art of Ecommerce: Building an Interactive Digital Marketplace

Digital technology is advancing at such a rapid rate that we often forget there is an art behind the science. This is especially true when it comes to e-commerce. It takes a special breed of techie to know how to convert visitors to customers with more than just statistics as a backdrop. It is all well and good to know how Google ranks webpages and how many visitors bounce off a page, but on some level, a web developer must rely on instinct – a gut level feeling. Knowing what drives visitors to buy is an art, based on science of course, which is inevitably connected to responsive web design!

Web Design Elements that Convert

As the name implies, web design is a creative endeavour that is a perfect blend of art and science. It takes a whole lot of IT know-how to code and program a website, but it takes the eye of an artist to view it as visitors would. Is the site appealing to the eye? Is it too busy for anyone to navigate their way around? What about colour combinations and graphics? Sometimes we, as web developers, get so caught up in using every tool in our arsenal that we forget to step back and look at our design as a first-time visitor would see it. As you can easily notice, the best WordPress responsive themes are simple. This happens because of offering a better interaction.

Let’s take the concept of colour as an example. There is scientific data that substantiates the fact that certain colours evoke a variety of moods. This is where art meets science in that the web developer needs to sit back and think about what those colours say to him/her. If the goal is to get a visitor to buy a product or service, certain colours may work better for specific markets. For an undertaker’s website you certainly wouldn’t want to use neons and pastels for example.

Layout and Functionality

Now we come to the biggest grievance so many visitors express in comments they leave. The worst deterrent to conversions is the functionality of a website’s layout. If the visitor can’t find an easy way to add items to the shopping cart or to pay for those items once they are tallied, it is likely they will go somewhere a little more user-friendly.

This is even more of a problem with mobile devices. The screens are already so little that it is difficult enough to read the product description without hunting for the order and payment options. Today’s web developers keep that in mind by using a marketplace script that has been especially developed for mobile apps. However, the online merchant benefits as well! Most of today’s digital market script apps also do everything from taking payments to calculating fees payable to such entities as PayPal. These handy, not-so-little apps are a godsend to online merchants who have little to no experience with running an e-commerce site.

Anyone in the business of designing e-commerce websites is both an artist and a scientist. The trick is to be Picasso and Sir Isaac Newton wrapped into one tidy package. Get a ‘feel’ for how visitors react when they first hit the site and then utilise apps that make it easy for them to buy. If you can accomplish that, you’ve done your job.

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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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6 Dos And Don’ts Of Client Relations For Paid Search (Or Any Digital Marketing Discipline)

How do you maintain strong, long-term relationships with your pay-per-click clients? Columnist Matt Umbro offers up some tips.

For many things in life, there is a right way of doing things and a wrong way. Pay-per-click client relations are no different, as account managers need to remain professional and steadfast in their management of paid search efforts. The best relationships can sustain dips in performance if account managers are honest and forthcoming with clients.

The following are the six “Dos and Don’ts” of client relations from the account manager’s prospective. These recommendations come from my best (and worst) relationships over the years as well as from client feedback.

Though these recommendations won’t apply to all account managers 100 percent of the time, they provide a good basis for long-term and successful client relations.

Let’s start with a basic principle that is perhaps the most important for a solid foundation.

1. Don’t Treat All Clients Alike; Do Adapt To Your Clients’ Tendencies

Simply put, every client is different. This sentiment isn’t exactly breaking news, but I’ve seen many account managers treat all clients in the same manner. Some clients want to know every detail going on in the account while others only need an executive summary.

It’s also about picking up on the smaller details. For example, you may be a big proponent of multi-channel attribution, but your client isn’t. Pitching an idea with the core components of “brand awareness” and “conversions will come in time” probably won’t go over well.

Instead, pitch a small testing budget with a lower ROI than existing campaigns that you believe the client will find acceptable. Reassure the client that your primary concern is showing the acceptable ROI. That’s not to say that you can’t also mention attribution, but making it the primary focus is going to upset the client.

At the end of the day, we want to make our clients look good and for them to know that their trust in us is warranted. Adapting to their personalities is part of the equation. The better light they see you in will lead to more productive meetings and interactions.

2. Don’t Just Provide Options; Do Offer Recommendations

Like any specialist, we know more than the average person about properly running a paid search account. A carpenter knows more than me about fixing a door, and a mechanic is going to understand car repair more than I ever will.

My point is that our clients hire us because we know paid search inside and out. That’s why with every option we should also be giving a recommendation backed by strong reasoning.

Recently, I was working with a client who wanted to expand into new channels to accrue more traffic, but didn’t have specific goals in mind. Instead of just providing different channels and ad ideas, I explained what we could expect.

As an example, we started a Facebook campaign with messaging around a March clearance sale. Instead of creating a general ad, the sale messaging would present the attractive offer. Visitors would see much lower prices than normal and also be introduced to the new line of products. Even if they didn’t buy, they would know that new products are available (which we used in our remarketing messaging).

3. Don’t Take Things Personally; Do Empathize

We take pride in our work, so when something is questioned or criticized, often our first instinct is to take it as a personal attack.

Perhaps a client doesn’t like the ad messaging, or an individual campaign cost per conversion is too high. Or there may be an instance where something had been previously agreed upon between both parties, but the client is now saying something different. These are all instances that can make us question how well we are doing the job.

It’s important to remember that clients aren’t attacking you personally, but are frustrated with the situation. They may be getting pressure from their bosses to turn things around — or perhaps company goals or focus have suddenly shifted.

Instead of getting mad at clients, understand where they are coming from. Oftentimes the first line of my response to clients is to thank them for their email and let them know that I appreciate their thoughts. I’ll then provide background and my thoughts regarding the specific situation, which leads into the next section.

4. Don’t Place Blame; Do Defend Your Work

Sometimes negative client claims against account managers are unfounded. The most common example is when clients ask why an initiative hasn’t started, even though the ball is in their court to get a code implemented, a payment method entered, and so forth.

As an account manager, the easy answer is to place blame on the client. However, that does no one any good, as what accounts to a sibling rivalry will ensue. In other words, no matter who is in the right, playing the blame game doesn’t build long-term trust and will deteriorate the relationship.

Having made this statement, you should still defend your work in a professional manner, as lying down can have just as negative consequences.

When clients claim that I haven’t started an initiative, I’ll recap the initial conversation (and forward the email thread if necessary). I’ll then close the message by asking how I can help. For example, if code needs to be implemented, I’ll ask if the client wants me to email the developer directly.

I’ll also set expectations at the beginning of an engagement. When the clients share their goals for the next six months, I’ll make sure to discuss and document our concerns and potential roadblocks if initiatives aren’t met. For example, if the revenue goal is X I would tell the client that we need remarketing fully set up and running correctly before agreeing to the number.

5. Don’t Blindly Say Yes; Do Your Research

We are ambitious and want to do everything we can for our clients, even if that task is beyond our control or knowledge level. If during the course of client interaction something you aren’t sure about is asked of you, err on the side of caution. Don’t immediately say that the task can be completed, but rather provide a response that the matter will be looked into.

The most common example I see is for reporting. Clients ask for reports that:

May not be available;

Will be time consuming to run;

Aren’t relevant to the project.

By saying, “yes” to running these reports, you blindly commit yourself to potentially hours of work (hours that could be used optimize the account). The better answer is to tell the client you will spend 15 to 20 minutes researching the scope of these reports and then provide feedback.

Our president, Jeff Allen, refers to interactions like the one above as upfront negotiating. By being too willing to help clients, you can end up hurting the relationship.

Properly research and then set expectations with clients. Upfront negotiating may mean countering a request with what you believe will be an initiative that makes more sense. Or, it can be as simple as extending the timeline by one day. Make sure you are properly researching the project or request before giving a final answer.

6. Don’t Silo Your Knowledge To PPC; Do Understand The Digital Marketing Landscape

Just because you are a PPC professional doesn’t mean you shouldn’t be keeping up to date about the latest in other digital marketing outlets.

Just a couple of weeks ago, the SEO “Mobilegeddon” update was released. Even though this update was related to SEO, all my clients asked about it and wanted my feedback. My response was that in one way or another, mobile-friendliness would soon impact performance (if it wasn’t already) via quality score and ad rank.

There have also been cases where clients have asked my opinion on SEO and email providers. Knowing the general principles of these channels, I’m able to give my feedback related to various strategies. More importantly, clients want to know which vendors have good names within the industry.

You don’t have to know the ins and outs of every digital marketing channel, but you need to have a working knowledge.

Conclusion

I can’t reiterate how important it is to remain professional when working with clients. Through the ebbs and flows of client relations, being an account manager who can be counted upon at all times is paramount.

Work hard for your clients, be honest and manage with integrity, and the relationship will remain strong.

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5 Predictions for the Future of E-Commerce

There was a time when shopping meant dragging yourself to the mall to pick out furniture or to look for decent clothes. But despite the inability to truly replicated that physical material feel, the e-commerce industry has been gathering its band of loyalists. Market research analysis shows, however, that even the recent boom in e-commerce is likely to slow down – this isn’t essentially a bad thing, though. With the exciting, incredibly volatile, and changing scenes in the e-retail industry, there’s very little wriggle room for mistakes: which means companies will have to pull out all the stops in order to survive. Here are some predictions for what the future of e-commerce looks like:

1. Shift from Traditional Retailing

There are places located in the interiors of the country that simply do not make it worthwhile to open a store. The electricity bill, maintenance staff, and salesmen alone all involve a significant financial commitment. In comparison, a dedicated group of online assistants are enough to run an online website for several places at once. And even where it’s convenient, it’s likely that e-commerce will change how people buy, transforming shops to places reserved for product demos.

2. Growth of Mobile E-Commerce

We’ve already begun to see the seeds of mobile e-commerce being sown by giants like Amazon, but we can predict a big bang in the growth of mobile commerce structures. With apps becoming friendlier to use, and smartphones becoming a norm, this segment is set to grow by leaps and bounds.

At present, mobile e-commerce is rather limited to businesses that have well-established websites and power-packed smartphones with good web connectivity features. From being secondary, we will see mobile devices as becoming the primary resource for the smart, urban, mobile shopper.

3. Better Software Implementation

The present online shopping experience leaves a lot to be desired. Most online retailers have a similar structure and pattern, with a series of marketplace-based price listings, five or six photographs, and a short product description. With technological advancements allowing for a better look and feel, we can expect e-commerce to create a more immersive online experience for the end-user.

4. Utilization of Near Field Communication (NFC)

The latest fascination with near field communication could turn out to be a boon for the future of e-retailing markets. With NFC-enabled Google wallets, for example, one may simply tap and pay for an object of their choice. This innovative technology would promote the online shopping experience to the urban consumer, changing the way we shop forever.

5. Increased Customer Care

According to a survey conducted by Global Response, the one issue that all e-commerce setups face is fear of lack of control among users; all centers and customer support desks are the perfect solution for this. Budding e-commerce businesses would do well to setup dedicated customer support desks to ensure that their end-users always have a point of contact to reach out to. Customer lifetime value is integral to web commerce success and customer support centers are pre-requisites to that.

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Comcast Deal Collapse Would Kill Other Mergers in Domino Effect

The potential collapse of Comcast Corp.’s merger with Time Warner Cable Inc. wouldn’t just be a setback for those two companies. It would also unwind other pending deals and have a wide-reaching impact on the cable industry.

Staff attorneys at the Justice Department’s antitrust division are nearing a recommendation to block Comcast.’s plan to buy Time Warner Cable and combine the two largest U.S. cable providers, according to people familiar with the matter.

A rejection would be a blow to Comcast, which would have to give up on valuable cable and broadband assets in major U.S. cities including New York and Los Angeles. The $45.2 billion merger proposal is also a way for Philadelphia-based Comcast to fend off competition from phone companies, satellite providers and Web services like Netflix Inc. that have taken hundreds of thousands of its TV subscribers in recent years.

Another company has a lot at stake: Charter Communications Inc., the No. 4 in the industry. Charter, which counts billionaire John Malone as its largest investor, has agreed to take control of 3.9 million Comcast cable-TV customers to ease approval for the Comcast-Time Warner Cable merger. If that fails, Charter won’t get those customers. Another Charter deal, the recent agreement to purchase of Bright House Networks, would also be in jeopardy.

Charter, which lost out to Comcast a year ago in its effort to buy Time Warner Cable, could get another shot at it. Malone has said he would try again if the deal with Comcast fell apart.

A new attempt to buy Time Warner Cable could be a lot more expensive. Last year Charter and Time Warner Cable couldn’t agree on a price. Since Charter made an offer in January 2014, Time Warner Cable’s stock has risen 13 percent. This time around, Stamford, Connecticut-based Charter would need to pay $150 to $160 a share, much higher than its initial $132.50 bid, according to Amy Yong, a media analyst at Macquarie Capital USA Inc.

Meanwhile, Time Warner Cable has the right to block Charter’s agreement with Bright House as part of its long-time arrangement to negotiate programming and other deals for Bright House, the sixth-largest cable provider. Time Warner Cable could decide to buy the smaller company under similar deal terms to fend off Charter, Yong said.

Even if the Comcast-Time Warner deal is blocked, it may not be dead. The Federal Communications Commission would need to rule on the merger. And Comcast could convince a judge to throw out a government lawsuit blocking the purchase.

If the deal falls apart, Comcast has plenty of other options, according to Rich Greenfield, an analyst at BTIG Research. The cable giant could seek to buy T-Mobile US Inc. to enter the wireless business or bolster its online video offerings with a company like Time Warner, Greenfield wrote in a blog post last month. Comcast could also make an international acquisition.

“Given the strength of Comcast’s balance sheet and an insatiable appetite for acquisitions, we do not believe Comcast would be content with its existing portfolio,” Greenfield wrote.

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First Apple Watch health IT apps bring important messages to the wrist

Many of the first Apple Watch health IT apps will give doctors faster access to critical information and ease communication between health care providers, while other apps will attempt to get patients more engaged with their health.

Don’t expect doctors to glance at their wrists to view X-rays or a patient’s chart, though. Given the Apple Watch’s screen size, functions that involve text messages work best on the device.

“Doctors get that the watch is a tool to help them deal with information overload,” said Michael Nusimow, CEO of drchrono, which makes EHR (electronic health record) software.

Like many other companies in the health space, drchrono announced its app this week at a large health IT conference put on by the Healthcare Information and Management Systems Society, a nonprofit that looks to use IT to improve medical care. About a dozen companies in the health care industry announced their Apple Watch apps this week.

EHRs can overwhelm a physician with troves of data on a patient, Nusimow said.

With drchrono’s Apple Watch app, doctors can receive relevant and important information, such as when a patient arrives at the office. The app can also provide them with the patient’s vital statistics and pictures.

The watch is better suited for tasks like getting text notifications, while the iPad and iPhone, which drchrono also has apps for, can handle functions that require bigger screens, like reviewing charts, Nusimow said.

Watches are more socially acceptable than smartphones, making them ideal to handle messages and notifications, said Vik Kheterpal, principal at CareEvolution, which develops the technology behind health information exchanges.

CareEvolution worked with health insurance provider Anthem to develop its Apple Watch app, which was announced this week. The app, called cFHR, is designed to provide Anthem customers with timely health information. The app, for example, will remind patients to check their blood pressure or alert them about possible medication interactions.

While the iPhone can complete the same tasks as the Apple Watch, there’s a nuanced difference between the devices, Kheterpal said.

People depend on smartphones to instantly convey information. But as the devices have become larger, people may find them a bit cumbersome to constantly remove from their bag or pocket. Plus, some aspects of smartphones, like the devices inopportunely ringing, are social taboos, he said.

The Apple Watch, by comparison, is an extension of the phone, always on a person’s wrist and reliably delivers notifications, Kheterpal said.

The Apple Watch won’t replace the iPhone, said Nate Gross, co-founder of Doximity, a startup that operates a social network for U.S. physicians.

With its app, Doximity was looking to offload some functions to the watch, but save a majority of the tasks for the iPhone.

“We focused on messaging because in the clinical setting, there are a number of times when you just don’t want to take out your phone to start texting,” said Gross.

In some situations, doctors may find that speaking is a better option that typing, he said. For instance, they may prefer to dictate patient notes instead of type them into an iPhone.

While an iPhone app can receive messages, doctors may not hear the phone or feel it vibrate if they place the device in their pocket or lab coat, said Gross.

Doximity’s app, which was announced last week, allows physicians to view messages sent to them from other doctors who use the company’s social network and also to receive alerts when a fax arrives.

In health care, “time is tissue” and delivering alerts to a person’s wrist may help a doctor view an urgent message more quickly, he said.

Some physicians who work long hours may need to extend the Apple Watch’s 18-hour battery life to the get the most from their health IT apps, Gross added. Emergency room doctors and medical residents can work 24-hour shifts.

Some may purchase third-party watch bands equipped with batteries while others will charge the device during their shifts, he said.

“We will see friction occur on battery life for very specific doctors rather than doctors as a whole,” said Gross. Physicians aren’t accustomed to owning watches that require nightly charging, he added.

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From Dabbawallas To Kirana Stores, Five Unique E-Commerce Delivery Innovations In India

Online shoppers in the West contemplate a day when drones will deliver their packages. India’s nascent e-commerce market, estimated to boom to $100 billion in revenues by 2020 as per a Morgan Stanley report, is witnessing an exceptional number of innovations in logistics and delivery.

Dabbawallas: In the financial hub of Mumbai, India’s largest online retailer, Flipkart, is collaborating with the famed Dabbawallas. Dabbawallas, literally lunch box carriers, are a century-old network of 5,000 men who crisscross the city on foot, bicycle and local trains to transport about 150,000 piping hot lunches from people’s homes to their workplaces. This low-tech, inexpensive and error-free system (where colored codes painted on the side of the lunch box tells the dabbawalla where the lunch comes from, which train station it must go through and which specific building and street it is headed to) will now deliver e-commerce packages. The dabbawallas will collect the boxes from Flipkart’s distributions centers and service the same neighborhoods from where they collect lunches. All tracking will initially be paper-based.

India Post: The country has the largest postal network in the world with 460,000 employees working in 155,000 post offices, 90% of which are located in rural India. Now the state-owned India Post is collaborating with e-commerce firms like Snapdeal and ShopClues to deliver packages to shoppers in the remotest corners. In many far-flung locations, it is the only last-mile logistics handler available. India Post is targeting about $1 billion in revenues, a ten-fold increase from now, in the next two years. It has begun training its postmen in tasks such as card payments and handling same-day shipments and opened 60 fulfillment centers, or warehouses, last year.

Gas stations: In pilots that Amazon India ran in Delhi and Mumbai with the state-owned oil and gas firm, Bharat Petroleum, online shoppers can collect their packages at pick-up points at their nearest gas station. The collaboration has recently been extended to a further three cities.

Kirana stores: The country’s ubiquitous network of mom & pop neighborhood grocery stores called kirana stores (there are an estimated 12 million of them) is Amazon India’s testing ground for shipment pick-ups. The e-commerce firm has identified a network of strategically-located small stores and trained staff to cater to online shoppers who can pick up packages at their convenience. Kirana stores typically stay open long hours and provide personalized service to people in their vicinity. Ironically, some say the small entrepreneurs who run kirana stores are under threat, as massive online retailers hawk everything from groceries to fresh produce.

Hand carry: To overcome the problem of botched deliveries of premium shipments, e-commerce firms are known to dispatch messengers on flights to hand carry packages to shoppers. Online retailers are also known to fly their packages in the passenger cabin of expensive commercial flights.

Delivering packages within India’s messy cities is a challenge for e-commerce firms as roads are traffic-clogged, streets are not numbered sequentially, addresses are often written without zip codes and landmarks are ever-changing. But innovation is simplifying deliveries and online retailers continue to experiment with radical options to reach their products to customers reliably and quickly.

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World's biggest e-commerce firm gets smart

China's Alibaba Group Holding, the world's biggest e-commerce company, formed an automotive unit and 'smart living' division in the past week, it said yesterday, as it ramps up its cloud computing, hardware and big data operations.

Alibaba, like many rival Chinese tech firms, is racing to introduce internet and computing capabilities to various kinds of everyday products, including TVs, home appliances and cars.

This has the €202bn company pitched against rivals like social networking giant Tencent Holdings, search leader Baidu, e-commerce competitor JD.com and smartphone maker Xiaomi.

In this packed field, China's online shopping titan is banking on its big data analysis and cloud computing abilities to provide an edge, as it looks to repeat the successes it has seen in overall e-commerce with more specialised categories.

The automotive business unit includes car marketing services built around Alibaba's big data analysis, online retail site Tmall's car sales section and providing loans to help people buy vehicles, an Alibaba spokeswoman said.

Almost 50 car brands and 10,000 dealerships have partnered with Alibaba in China, the company said. Last month, China's SAIC Motor Corp said it would join forces with the e-commerce company to invest 1 billion yuan (€152m) in a fund to develop internet-connected cars.

Alibaba's new 'smart living' division is comprised of Tmall's electrical appliances online shopping category, some cloud computing operations and online customer-to-customer marketplace Taobao's crowd funding platform, said the firm.

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Japan says ‘Moshi-Moshi’ to Indian eCommerce

With the e-Commerce sector in India rapidly growing, foreign retailers want a piece of the growing pie. Apart from the traditional matured players from the US and UK, eCommerce players from Japan too want to enter the Indian market.

"The eCommerce players from the US, Europe and Japan are seeing slower growth in home markets. They are increasingly looking to enter developing economies of India, Brazil and China which have forecasted growth rates of more than 20% over coming years. Most popular e-commerce categories are non-consumable durables and entertainment related products," said DS Rawat, general secretary of industry body ASSOCHAM.

It should be noted that Japan has requested the Indian government to open up the eCommerce sector for foreign direct investments (FDI). At present, the FDI cap is as low as 1.7%.

Reports have suggested that Japanese online retail giants such as Rakuten and Uniqlo have shown keen interest in entering the Indian ecommerce market. Interestingly, the largest investment in the eComemrce sector has been made by Japanese technology major SoftBank, when it invested $90 million in online real estate firm Housing.com. The company also plans to invest nearly $10 million in the Indian eCommerce sector in a phased manner in the next few years.

According to a study by ASSOCHAM and Deloitte, the online retail market is expected to cross $16 billion by the end of 2015. "The digital commerce market in India has grown steadily from $4.4 billion in 2010 to $13.6 billion in 2014 and likely to touch $16 billion by the end of 2015 on the back of growing Internet population and increased online shoppers," added Rawat. Currently, the online travel constitutes 61% of the overall sector while e-tailing makes up about 29%.

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Amazon's web services are smart enough to make predictions

You no longer have to run a tech giant (or work in a lab) to take advantage of learning computers. Amazon has launched a machine learning feature for Web Services that lets any developer use this computer intelligence to make predictions. Instead of having to sift through data yourself and spend ages fine-tuning algorithms, you let Amazon's servers comb through the info and create predictions largely on their own. This potentially saves you a ton of time, especially if you're running a small outfit that can't afford a lot of servers -- Amazon claims that it took 20 minutes to solve one problem that previously took 45 days.

The service could make a big impact on more than just humdrum business tasks. You should see more games that can anticipate what you'd like to play next, and stores that are better at taking your feedback or suggesting new things to buy. Don't be surprised if your favorite apps and sites are noticeably smarter in the near future.

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China's Expanding E-Commerce Market Benefits Smaller Retailers Selling Imported Goods

As Chinese people continue to choose going online rather than going outside to buy their goods, Chinese e-commerce websites have been cashing in big time. However, in order to retain China’s millions of online consumers, tailoring products to China’s evolving tastes is becoming increasingly important.

Chinese consumer tastes are changing, and along with that, China’s increasingly popular online retailers are shifting their businesses to match preferences. Right now, that means bringing goods from abroad to the doorstep of customers. Fueled by China’s quality control issues, Chinese consumers are increasingly interested in the quality of foreign-made products and the convenience of digital retail.

In 2013, after melamine scares and nationwide recalls, getting your hands on baby milk formula in mainland China was extremely difficult. According to a New York Times report at the time, the milk formula shortage within the country had many parents turning to imported and more trustworthy brands from the Netherlands and New Zealand, a good number of them using online retailers to buy from abroad. The shortage in China rippled overseas, forcing retail chains like Britain’s Sainsbury’s to enforce a two-can limit per customer. A similar policy was put in place in Hong Kong for those traveling out of the territory, as prices and demand soared. The milk shortage is just one example of the considerable purchasing power of China’s consumers.  

E-commerce sites willing to join cross-border ventures were given a boost by the government when it rolled out a program in 2013 that would allow for special tax breaks, lower tariffs and more lenient customs procedures for products coming from overseas. As a result, it has given way to smaller Chinese e-retailers that specialize in selling foreign products. Chinese financial magazine Caixin says companies like Metao.com and Miyabaobei.com are just some of those meeting the customized demand for imported baby formula and childcare products challenging the mass appeal tactic of e-commerce giants like the Alibaba Group-owned Taobao.com or JD.com.

But the market exists beyond just baby formula. In fact, interest in imported goods is staggering. According to Caixin, citing Chen Naike, the vice chairman of the Zhejiang Federation of Returned Overseas Chinese, nearly 20 million Chinese bought 1 trillion yuan ($161.42 billion) of foreign products last year. By 2019, data by Forrester Research estimates that e-commerce sales alone will drum up 1 trillion yuan. According to research by consulting group Bain & Co., cosmetics, designer bags and accessories, and specialty food items are popular if certified authentic because they are so frequently counterfeited within the country. Another service called Ymatou connects independent buyers with sellers that have been verified by the website -- after all, foreign quality standards still seems to be the biggest draw of imported goods. 

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