Showing posts with label ecommerce solution. Show all posts
Showing posts with label ecommerce solution. Show all posts

Thursday, June 18, 2015

Can the Microsoft shake-up get Windows 10 moving in mobile?

Likely realizing the challenges ahead, the world's largest software maker announced on Wednesday an overhaul of its executive ranks. The most notable change was the departure of Stephen Elop, whose devices business -- which includes smartphones -- will be integrated into the operating systems group run by Terry Myerson.


"We are aligning our engineering efforts and capabilities to deliver on our strategy and, in particular, our three core ambitions," Microsoft CEO Satya Nadella said in an email to employees. "This change will enable us to deliver better products and services that our customers love at a more rapid pace."

The shake-up underscores what's at stake if Microsoft fails to bolster its mobile presence. With Microsoft pushing the idea of getting its Windows 10 operating system on as many devices as possible -- and having them work together -- it's critical that the company establish a bigger foothold in mobile. Without the smartphone, for many the single-most important device in their lives, the idea of a seamless Windows experience between devices breaks down.

"Microsoft's reorg shows that Microsoft is determined to be a part of the mobile mind shift, and that their mobile efforts will benefit from closer engineering alignment with Windows," said Forrester analyst Frank Gillett.

For most people, the idea of a Windows phone remains foreign. Smartphones running on Microsoft's Windows Phone operating system (which will be rebranded to Windows 10 Mobile) made up only 2.5 percent of the global market in the first quarter -- a fraction down from a year ago, according to Gartner. In comparison, Android controlled nearly 80 percent of the market, with iPhones making up 18 percent.

That task is now up to Myerson, who will lead the newly created Windows and Devices Group and will focus on "enabling more personal computing experiences powered by the Windows ecosystem."

Microsoft didn't make Myerson available for interviews.

For Elop, the departure marks the end of his four-year quest to get consumers to buy a Windows Phone, first as the CEO of Nokia, when, in 2011, he controversially shifted the Finnish phone giant's strategy toward Microsoft's mobile operating system. Elop, who originally left Microsoft to join Nokia, returned after the software giant acquired Nokia's devices business in 2014.

His unit, however, released only a handful of cheaper, lower profile devices under Microsoft, and Elop was absent from the company's Build developer conference keynote presentation in April.

Better  together

One of the challenges Elop faced -- and Microsoft still faces -- has been the lack of popular apps available when compared with Android and Apple's iOS operating system. Whether it's new games like Fallout Shelter or social networks like Snapchat, there remains a lot missing from the Windows App Store. Even if a popular app like Spotify shows up, it's often much later in the game.


Microsoft's pitch has been that the common foundation behind Windows 10, which will power PCs, tablets and smartphones, allows developers to write an app for one device and easily have it run on the others. The hope is that more apps pop up for all Windows users.

It's a story that's been told before by Microsoft, even back when Windows 8 was making its debut with the idea of the common tile-based user interface across PCs, phones and tablets. But back then, there were still fundamental differences between the guts of the mobile and PC platforms, something they've worked on for Windows 10.

Microsoft's move to create a new group under Myerson also underscores the importance of tying together parts of the business that have largely run separate from each other.

"When you talk about integration between software and devices, you need to integrate on the staff level," said Chris Hazelton, an analyst at 451 Research. "This will give you the full integration that Microsoft wants."

Progress with Surface

Microsoft has already made strides in one aspect of the mobile business: tablets. Its Surface Pro 3 has proved to be a hit with consumers, particularly business-minded ones.

In January, Microsoft declared that Surface represented a billion-dollar business, led by the high-end version of the tablet. Its rise comes as Apple's own iPad business has struggled with declining revenue.

"It's stealing share from competitors and slowed the growth of the iPad," Hazelton said.

The Surface Pro 3 is an important ingredient in Microsoft's software-anywhere recipe, but Myerson needs to parlay that success into broader interest in its Windows smartphones.

Surface Pro 3 was successful enough that Elop hinted that the next Microsoft flagship smartphone could find inspiration in the tablet.

"There are a few clues on a device like this," he said in an interview in March as he grabbed a Surface Pro 3.

So where is that flagship smartphone?

All the software improvements and integration in the world won't get consumers excited about Windows 10 Mobile without a sexy flagship product to rally behind. One of Myerson's biggest priorities in his new role is to ensure that Microsoft has an exciting product (or products) to push when the new Windows Phone platform, Windows Mobile 10, makes its debut.

"The lack of a halo device is a major gap in their portfolio," Hazelton said.

The older Windows Phone platform has clung to its market share by offering affordable smartphones in the emerging markets. In the US, it has similarly won a small following through attractively priced devices. On Wednesday, AT&T said it would sell its large Lumia 640 XL smartphone for $8.34 a month for 30 months, or roughly $250.

These devices, however, tend to get overshadowed by higher profile -- and more expensive -- products such as Apple's iPhone 6 or Samsung's Galaxy S6, which benefit from significant advertising and retail support.

Getting that high-profile device in the hands of consumers is vital to showing off the new Microsoft, one in which all of its software and experiences can flow from device to device.

Microsoft has already made progress with the Surface Pro 3. It's a virtual certainty that the PC and laptop makers will heavily push Windows 10-powered devices when they become available. The missing link is the smartphone.

"If I can move seamlessly between devices, I can see the value in having a Windows smartphone," Hazelton said.





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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Our successful eCommerce software solutions deliver an optional shopping experience for targeted prospects. Our solution creates fast, easy browsing and simple ordering and checkout process.Pixotri technology is a  creative house developing quality web designs, E-Commerce solution. SEO services and Gaming development .

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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.

e-commerce

Our successful eCommerce software solutions deliver an optional shopping experience for targeted prospects. Our solution creates fast, easy browsing and simple ordering and checkout process.Pixotri technology is a  creative house developing quality web designs, E-Commerce solution. SEO services and Gaming development.

Contact us for your online shopping requirements email-info@pixotritechnologies.com. Visit our website: www.pixotritechnologies.com

Why Your Ecommerce Business Should Look to Brazil

1. Understand how Brazilians shop




Before expanding to any new market, it’s important to research its particular tastes as well the specific products consumers tend to buy online.

In Brazil, the most commonly purchased online goods include books, music, movies, apparel, toys and games, shoes and consumer electronics. If your business dabbles in any of these things, then Brazil may be worth investigating.

Equally important to determining what to sell is deciding how to market it. For example, Brazilians typically begin their product search on a search engine, so considering paid search options could help you reach this audience.

2. Choose your shipping carriers

Once you’ve decided what you want to sell, you’ll need to decide how to ship it.

FedEx and UPS both offer global shipping options to Brazil in sometimes as few as two business days. These can offer a great option for time-sensitive deliveries or deliveries that weigh more than 66 lbs., such as those going to a business address. But be aware that private shipping carriers often include surcharges that aren’t billed until after a package has been shipped -- sometimes costing businesses even more.


Related: Brazil: Land of Untapped Opportunities

Another option is to use the global postal network for delivery, meaning the U.S. Postal Service handles shipping within the U.S. and then passes it off to the local post in Brazil for delivery. The postal network is a good option for lightweight, residential deliveries that weigh less than 66 lbs. Businesses typically spend less with this option, and all shipping fees are disclosed upfront. 

It’s worth noting that traditional postal networks can sometimes take upward of 20 days for delivery because items need to clear customs. However, there are other services available that allow businesses to deliver products via the postal network in as little as eight to 10 days. 

3. Get software in place

Rule number one when expanding your business globally is, “Don’t do it by hand.” You need to set up your business to run on its own -- otherwise the time you spend doing international business will cancel any profit you might get from it.

Look for software like Customs Info that can manage the tricky stuff such as landed costs and global tariffs. You’ll also want to consider pre-paying duties and taxes.

Brazil imposes a flat import tax of 60 percent on the cost of goods valued up to $3,000. If these fees aren’t collected from the buyer up front, they can slow the delivery process because the buyer needs to pay before receiving the item. (And needless to say, customers don’t appreciate having to pay a fee that wasn’t disclosed at purchase).

On the shipping end, you’ll want software that can auto-fill customs forms and alert you to any import bans in a particular country.

When all is said and done, global selling success depends on starting small, testing it out and making changes based on what you see. It likely won’t be a seamless process from the start, but being observant and adapting your methods will help you master new markets. Brazil in particular presents an enormous opportunity for U.S. online businesses -- it’s just a matter of whether you decide to take the leap.

e-commerce

Our successful eCommerce software solutions deliver an optional shopping experience for targeted prospects. Our solution creates fast, easy browsing and simple ordering and checkout process.Pixotri technology is a  creative house developing quality web designs, E-Commerce solution. SEO services and Gaming development .

Contact us for your online shopping requirements email-info@pixotritechnologies.com. Visit our website: www.pixotritechnologies.com

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.

e-commerce

Our successful eCommerce software solutions deliver an optional shopping experience for targeted prospects. Our solution creates fast, easy browsing and simple ordering and checkout process.Pixotri technology is a  creative house developing quality web designs, E-Commerce solution. SEO services and Gaming development.

Contact us for your online shopping requirements email-info@pixotritechnologies.com. Visit our website: www.pixotritechnologies.com

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."

e-commerce

Our successful eCommerce software solutions deliver an optional shopping experience for targeted prospects. Our solution creates fast, easy browsing and simple ordering and checkout process.Pixotri technology is a  creative house developing quality web designs, E-Commerce solution. SEO services and Gaming development.

Contact us for your online shopping requirements email-info@pixotritechnologies.com. Visit our website: www.pixotritechnologies.com


Friday, May 15, 2015

The Great Ecommerce Divide: Flipkart, Snapdeal Opposes FDI In Ecommerce; Amazon, Ebay Supports It!

Indian Government has started consultation with ecommerce portals, offline retailers and Internet activists regarding FDI (Foreign Direct Investment) in B2C segment of ecommerce. And it has opened up an interesting debate.

Ecommerce sector is divided on this issue and the differences have come out in the open again. Predictably, Indian ecommerce firms such as Flipkart and Snapdeal are vehemently opposing the proposal of FDI in eCommerce, while foreign ecommerce portals such as Amazon and Ebay are supporting the move. (We had reported earlier why Flipkart is opposing FDI)



Commerce and Industry Minister Nirmala Sitharaman started discussions on the issue after Government’s new and consolidated policy on FDI was released earlier this week; wherein 51% FDI in multi brand retail was allowed. 100% FDI in single brand retail is anyways allowed, along with 100% FDI in B2B ecommerce portals.

It’s the B2C ecommerce retail which is the bone of contention for domestic and international players and the decision by Govt. can have a major implication on this industry, where billions of dollars have been invested till now.

Some of the issues which were discussed in this meeting include:
Taxation policies for online retail

Definition of E-commerce

A level playing field between ecommerce and offline retailers
Inclusion of ecommerce within domestic trade policy of India
After the first round of meeting, Minister Sitharaman said, “We have heard everybody. I would need more meetings with everyone—individual operators or associations. It is for us to understand the broader context of e-commerce. We are not taking a position this way or that way.”

Offline Retailers Boycott Meeting

This high profile meeting was attended by powerful lobbies and groups concerned with the ecommerce and business in India such as Confederation of Indian Industry (CII), Federation of Indian Chambers of Commerce and Industry (FICCI), National Association of Software and Services Companies & US-India Business Council. Major ecommerce portals such as eBay, Ikea, Flipkart, Snapdeal, H&M and Decathlon and Japan Plus were also present in the meeting to share their point of view.

However, India’s most powerful association of offline retailers: Retailers’ Association of India (RAI) boycotted the meeting, as they were not happy on the categorization of retail business into offline and online channels. RAI constitutes of members such as Reliance Retail, Future Group and more, and boycotting such an important meeting related with FDI shows that they are also against it.

What Participants Said

Snapdeal maintained their position that they are helping Small and Medium size Indian firms to establish their base online and cautioned that FDI in this sector can kill this niche industry. 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 as result of any policy change in the long-term”

CII said that although they support 100% FDI in B2C Ecommerce, the local players should be given a ‘level playing’ field in order to compete against global retailers. They said, “E-commerce in India is at a relatively nascent stage and the market is yet to attain full maturity level.”

FICCI said that along with FDI, Govt. should ensure that global retailers are sourcing goods from Indian manufacturers, in a phased manner. This will help local SMEs and create a market which is balanced and fair. They said, “The idea is to emphasize that there has to be parity between online and offline retail policy with respect to FDI levels “

Amazon India said that they support FDI in B2C ecommerce, as this will help global companies to team up with local manufacturer; and support ‘Make in India’ vision in a huge way. A spokesperson from Amazon said, “We have always maintained that opening up this sector to FDI will be good for consumers and Indian businesses as it would 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”

e-commerce

Our successful eCommerce software solutions deliver an optional shopping experience for targeted prospects. Our solution creates fast, easy browsing and simple ordering and checkout process.Pixotri technology is a  creative house developing quality web designs, E-Commerce solution. SEO services and Gaming development .

Contact us for your online shopping requirements email-info@pixotritechnologies.com. Visit our website: www.pixotritechnologies.com

Monday, May 11, 2015

How e-commerce can help traditional workers

I was recently in Geneva to attend a meeting that discussed the experience of growing e-commerce in developing countries. The meeting was organized by Friedrich-Ebert-Stiftung (FES) Geneva, a non-profit organization that works in the areas of trade, development and human rights.


There were representatives from countries such as Cuba, the Dominican Republic, El Salvador, Panama, Guatemala, Peru, Mauritius, Trinidad and Tobago, Costa Rica, Ecuador and Venezuela. The World Trade Organization (WTO) and the United Nations Conference on Trade and Development (Unctad), too, sent their representatives. Among the concerns raised at the conference was the gradual shift of trade in developing countries to online channels—areas in which these countries lag.

I am no expert on e-commerce and cannot speak on its legislative, regulatory or policy aspects. Yet, I guess the reason they invited me was not just to know about e-commerce issues in developing countries, but also to know how connectivity, access, digital literacy and mobile penetration could help expand e-commerce activities.

The nations mentioned above need to lobby the WTO so their businesses, too, can benefit from this shift.
Ironically, similar discussions on how technology-driven e-commerce can help small town communities and micro-business clusters based on traditional skills are conspicuously absent in India. It was, therefore, heartening to note there are Latin American countries that are concerned for the right reasons.

Unctad has published a report called Information Economy Report 2015: Unlocking the Potential of E-commerce for Developing Countries, in which India finds mention only in a few places. “It is not that not much is happening in India in the e-commerce sector, but it is so hard to get good data from India, and that’s one reason we don’t have much of India in the report,” Unctad representative Torbjörn Fredriksson told me.

At the meeting, I shared a homegrown model on how a connected micro-enterprise cluster can be nurtured into a digitally enabled cluster, and how such connected and broadband-enabled traditional skills-based clusters could change the entire business ecosystem, with e-commerce perched like a crown at the top.

Chanderi is a cluster of about 3,500 weaving households in Madhya Pradesh that has been involved in weaving fine silk fabrics, including saris, for several centuries. It is just one of India’s estimated 545 traditional handloom weaving clusters and 2,000 traditional skills-based clusters.

These clusters suffer from apathy, exploitation by middlemen, poor market reach, bad health and education facilities, lack of alternative livelihood, poor civic amenities, broken government infrastructure and unfulfilled promises. However, all such clusters have one thing in common: they are populated by enterprising people who understand the meaning of profit and loss.

When I shared with our Latin American friends and Unctad how the fortunes of Chanderi changed in three to five years, they told me that they wanted to replicate the experience in their countries. I pointed out that the major change came from widespread connectivity, availability of Wi-Fi on demand, and connecting schools, shops, banks, offices, post offices, health centres and all those micro-enterprises to the Internet. Today, there is a dedicated centre where all silk fabric designs take place digitally and on machines by the weavers themselves, rather than on sheets of paper. Even big businesses and traders get their designs done from this digital design centre by paying a fee.

Products featuring mesmerizing weaving designs are available at chanderiyaan.net, an e-commerce portal. However, the real story is that most of the logistics related to photographing products, uploading them online, managing customers and couriering goods are all done by members of the local community with little outside intervention. According to a study by the Indian Institute of Technology, Kharagpur, Chanderi’s turnover from the weaving cluster has tripled simply by removing the information asymmetry.

The clear message is that each and every cluster in the country that can be classically defined as a traditional skill-based cluster could adopt a holistic approach to meticulously integrating digital tools and connectivity in each segment of the ecosystem and enjoy the story of a sustainable economic and cultural transformation.

While I hope that the Chanderiyaan model could be replicated across all weaving clusters of the country and perhaps several Latin American countries, too, we at the Digital Empowerment Foundation have our task cut out to replicate the model in at least three more clusters. Work has now started at Barabanki in Uttar Pradesh and Bargarh and Nuapatna in Odisha.

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Friday, May 8, 2015

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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Thursday, May 7, 2015

Forget social or ecommerce. Get your startup into space




One of the most remarkable startups we uncovered last year was Astroscale. The Japanese-born, Singapore-based entrepreneur behind Astroscale, Nobu Okada (pictured below), is working on space missions that will clear up litter just outside the Earth’s atmosphere – floating space junk that can knock out expensive and vitally important satellites.

“The space industry looks like the 1989-90 internet industry,” Okada said today in a keynote at our Tech in Asia Singapore 2015 conference. Along with this very early boom, he views space and space tech as a sector that’s now open – for the first time – to anyone.

“You don’t need to be in the US. You don’t need to be rich. You don’t need to be a space engineer,” Okada told the audience. His own background is in genetics.

His firm, Astroscale, is working toward the 2017 launch of its first “mothership” that can dock one space litter-sweeping “Boy” craft. By 2021, the plan is for a new mothership that can dock six Boys. These Boys snap up junk like some kind of astronomic Pacman, then tow it into the Earth’s atmosphere for incineration.

Don’t expect Russia to tidy up

The debris problem in space is massive, Okada says, which makes it an exciting new market for tech startups to tackle. He says that experts agree space will be unusable in a few decades due to the amount of trash hurtling in stray orbits around our planet. All those old satellites, burnt-out rockets, and rubbish discarded by astronauts endanger the satellite networks we depend upon for things like GPS, weather forecasts, and broadcasting.


We’re already “caged” by all this crap, Okada emphasizes. When Ecudaor sent up its first satellite, the jubilation soon turned to despair when it was hit by debris after just one month. These incidents will only become more common as space junk proliferates, and each crash creates more – and smaller – bits of trash floating around out there. At a certain point, it becomes so small that the danger cannot be detected from Earth. But when it’s traveling at 7 kilometers per second, a fragment smaller than a marble can cause devastation to hundreds of millions of dollars worth of space kit.

Don’t expect the world’s space leaders to clean all that up. 55 percent of space junk was created by Russia, 28 percent is from from the US, and 11 percent comes from China. But those countries are not keen to pay. “They want beneficiaries to pay the cost [of clean-up],” says Okada.

Now, Okada stresses, is the time for startups to apply tech to space – and raise funding, just like Astroscale did recently, and like Elon Musk’s SpaceX has done on numerous occasions. He sees it as a tech business option right up there with social, ecommerce, or biotech.

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Saturday, May 2, 2015

8 Tips for Running a Successful eCommerce Business




Over the past decade, the global marketplace has undergone a substantial shift. No longer are businesses limited by geographical borders or location, but more by the amount of creativity they can marshal and their willingness to adapt to new technologies.

In particular, entrepreneurs and business owners who are willing to launch and run an eCommerce business may position themselves to enjoy an enormous level of success.

The State of the eCommerce Industry

One of the beauties of the eCommerce industry is that there doesn’t appear to be any essential limit to strong and steady growth. In fact, overall sales volume and other vital metrics in the field have dramatically increased each year for at least the past decade.

Just consider the following statistics curated by Selz, an online selling tool:
An incredible 80 percent of Internet users have purchased something online at least once, while 50 percent have made a purchase more than once.

Roughly 71 percent of shoppers believe they’ll find better deals online, as opposed to shopping in brick-and-mortar stores.

The average Gen X consumer spends 15 percent more online than a Gen Y shopper.
The total number of online shoppers in the US is expected to exceed 206 million in 2015 and 215 million by 2018. 

Running a Successful eCommerce Business

If you own an existing brick-and-mortar store and have thought about launching an eCommerce branch — or perhaps have an idea for a completely new business that you think might work effectively as an eCommerce operation — now is the time to act. These markets will only continue to grow more crowded in the coming months and years.
Although it may be impossible to address some of the very specific and personal facets of every eCommerce venture, the 8 general tips below have helped many small business owners get off on the right foot: 

Build Strategic Partnerships

It’s rare that an eCommerce website becomes successful on its own. No matter what your experience or skill level may be, you can probably benefit from forming strategic partnerships and aligning your new brand with firms that have already established sturdy brand equity and influence.
Look for opportunities wherever you can and find ways you might be able to help other brands whenever possible. 

Drive Traffic Through Targeted Landing Pages

While there’s something to be said for attracting large amounts of organic traffic through search engines, the more targeted your traffic is, the higher your conversion rates will be. Regardless of whether you sell subscriptions, digital downloads, physical products, or something else, the best way to drive that focused site traffic is to nudge users from social media to secure landing pages that invite them further into the conversion funnel.

If you can find a way to integrate payments into the landing pages themselves, that’s even better.
Narrow Your Focus
While you may think you have a great idea, be careful not to launch an eCommerce venture that’s too broad.

“I’ve got news for you, the chances are there are hundreds of other people that are thinking the same thing and are already doing it,” says entrepreneur Sean Ogle.

While your overall idea may be good, you’ll strengthen your position if you can find a way to specialize it further and capture a true niche market. The total number of customers in that market might be significantly less, but the potential for carving out a loyal following is much higher.
Ogle uses the example of selling tablet cases and exclusively targeting Kindle Fire users instead of trying to encompass iPads, Galaxies, and Kindles. 

Don’t Build a PPC Foundation

There’s nothing inherently wrong with pay-per-click (PPC) advertisements, but you probably don’t want to place your brand’s foundation on a PPC-heavy strategy. Use these ads with discretion; focus your time and resources on building brand awareness and driving organic leads instead. 

Have a Comprehensive Content Strategy

The best way to drive organic leads is to focus on a content-heavy strategy. While the ongoing costs of developing and publishing steady, quality content will likely seem high, it almost always pays off in a quantifiable manner.

Start with a blog, share your posts on social media, then work on connecting with other industry publications and websites. 

Optimize all Product Listings

As for the site itself, optimization should be a priority at all levels. When it comes to individual product listings, focus on creating unique and keyword-rich meta descriptions, optimizing product images, and using unique, descriptive sales copy. 

Harness the Power of Social

According to Shopify, in 2014 eCommerce orders spawned from social networking sites increased by an incredible 202 percent. A large part of this is attributable to the fact that people value the opinions of their peers and are automatically more interested in something if a friend references or shares a link.

In order to use this to your advantage, try to invest heavily in social media, both by incorporating elements into product listings and setting up a heavy social media presence on such sites as Facebook, Twitter, Instagram, and Pinterest.

Split Test Absolutely Everything

There’s no longer any excuse to avoid split testing. New software and resources make the process as simple as dragging and dropping various site elements in order to see which items lead to conversions and which ones fail. By paying attention to the specific details, you can increase sales with comparatively little effort. 

Don’t Be Afraid of Learning

While eCommerce businesses offer the potential for lucrative returns, they’re by no means easy or effortless. You’ll make mistakes along the way, and it’s important to use each experience as a learning opportunity.
By keeping that in mind — as well as the foregoing eight tips — you’ll position yourself for long-term success.

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