Welcome [info2.magento.com]€¦ · Web, mobile, apps, location and social technologies assimilated...
Transcript of Welcome [info2.magento.com]€¦ · Web, mobile, apps, location and social technologies assimilated...
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Welcome
Michael Sonier
Head of Product Management
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“Omnichannel”
The Shift to Unified Commerce
“Retailers are shifting their focus from channel integration to a
holistic customer experience. Retailers can no longer afford to
operate from within channel silos, and must transform the
organization, business processes and technology to align with
the demands of their customers.”
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Top Investment Drivers – Not All About Stores
“Please identify the top three reasons for investing in a retail order management system.”
First Second Third
To support buy-online, pick-up-in-store program
To enable us to fulfill online orders from our physical stores
To support the rollout of additional web
distribution centers (DCs)
To support shipping to store
To enable a single view of inventory across channels
To enable drop shipping from suppliers
To enable drop shipping from marketplace sellers
To enable a single view of customer orders across channels
To replace an existing legacy or homegrown system
To enable store associates to place orders from the
online channel
To enable omnichannel returns
18% 12% 10%
9% 17% 12%
16% 13% 9%
11% 12% 14%
9% 10% 13%
8% 9% 8%
8% 8% 5%
6% 7% 8%
11% 6% 5%
3% 11%
3% 5%
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Order Management for Magento
~500 Extensions On Magento Connect Marketplace
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Connecting Supply to Demand
SUPPLY DEMAND
STORES
DROPSHIP
NETWORK
Distribution
Centers
STORES
MOBILE
WEB
CUSTOMER
SERVICE
MARKETPLACE
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Connecting Supply and Demand
STORES
DROPSHIP
NETWORK
DISTRIBUTION
CENTERS
STORES
MOBILE
WEB
CUSTOMER
SERVICE
MARKETPLACE
Turning
Orders to
Cash
And then monetizing the transaction safely and securely
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Why Many Merchants Are In the Market
47% of retailers will purchase an OMS in the next 2 years
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Questions We Hope to Answer
What about payments; do you know where your fraud is?
What’s your service barometer; are you meeting customer expectations?
How are you doing with assortment; can you reduce your overhead and risk?
Do you/should you/will you have stores? If so, how to leverage them in new ways?
What is the future of Point of Sale in unified commerce?
How best to leverage marketplaces to expand your reach?
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Harold Paulson Jr Director, Risk Management
Andy Barker Director, Payments
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Optimizing
Payments and
Fraud
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Converting Good Business
FACT: ONLY 3% OF VISITORS WILL EVER MAKE A PURCHASE
Once a shopper commits to buy…
ARE YOU READY
TO CONVERT THEM?
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What is your payment acceptance rate?
Don’t I just ‘connect the electricity’ and it works?
What else is there to do?
Is there more than
an auth request?
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Do you have a fraud problem?
Industry Benchmarks • Reject rate= 2.3%
• Fraud loss rate= .9%
• Order review rate= 27%
Do
criminals
want your
products?
Are you
impacting
good
customers?
How much
does it cost
you to
manage
fraud?
What do
you
measure?
How much
are you
taking as a
fraud loss?
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Right Size Your Risk Approach
Determine the best fraud management strategy for your business
• Assess your current risk and costs
• Set appropriate goals
• “Right size” your approach
Use your data
• Know your customers
• Look at your patterns
• What can you measure?
Do your homework - research
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Payments & Fraud Optimization
Total payments cost Total fraud cost Total cost of ownership + = Interchange
Decline Rate
Approval Rate
Payments Infrastructure
technology, 24x7 monitoring,
vendor cost, data
Payments Resource &
Process
acquirer/vendor management,
data analysis, approval
optimization, reporting
Fraud Loss
Customer Impact
review rate, bad cancels
Fraud Infrastructure
technology, monitoring, data
storage, vendor costs
Fraud Resources
rules management, data
analysis, order review,
chargeback processing, loss
recovery
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Chad Caperelli
Jon Jessup
Senior Product Manager, eBay Enterprise
Founder and CEO, Cloud Conversion
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Delivering good customer
service
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Why Customer Service is Important
89% moved to a
competitor due to a
bad service
experience
75% valuing a customer’s
time is the most
important thing a
company can do
62% purchased more
after a good
customer service
experience
Direct agent support continues to be a top preference
Implementing the right CS toolset is critical for customer engagement
Omnichannel integration is key to success
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Why Customer Service is Important
Customer Service ranks 2nd for
software strategy and investment
The right strategic and technological
decisions are critical
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What are the options?
Broad range of options
The “leaders” prevail due to:
– Robust out-of-the-box capabilities
– High configurability
– Add-ons (i.e., appexchange)
– Scalability
– Low setup and run cost (cloud)
– Ease of deployment
– Integration capabilities
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How To Choose The Right Option
Intuitive
interface, unified
experience, easy
information
access
“Right-
sized”
features and
functionality
Flexible
integration
and
scalability
Support for
multichannel
capabilities (i.e.,
chat, email, text,
etc.) Quick access
and resolution to
most common
scenarios
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The Success of the CS Toolset
Good customer
service requires
deep evaluation of
both customer and
agent needs (i.e.,
define the
customer journey)
Adapt as
needs
change
(because
they will)
Toolset and
commerce
platform
integration can
be a
differentiator
A superior
customer service
toolset is
important to help
deliver great
experiences
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Robert Schlussler Product Manager, Dropship
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Dropship Best Practices
Low Risk Assortment
Expansion
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Why Dropship?
Eliminate the risk of inventory overhead while:
Expanding product assortment
Testing new products
Offering product customization
EXECUTION IS KEY
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Executing Your Dropship Strategy
Consider employing best practices in the following key areas:
Cultural & Operational Infrastructure
Supplier Collaboration
Supplier Compliance
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Cultural & Operational Infrastructure
Organize to support your dropship program
Assign an
E-level
champion
Define roles &
responsibilities
Invest in
automation
Employ industry
standards Plan for peak
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Supplier Collaboration
Foster open communications with suppliers
Routinely
communicate sales
forecasts with your
suppliers
Hold quarterly
meetings with your
suppliers
Cultivate strong
personal/business
relationships with
suppliers
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Supplier Compliance
Measure supplier performance
Create a Supplier
Compliance
Guideline document
Have suppliers sign
the document
Use the tools at your
disposal to measure
& enforce
compliance
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Best Practices Recap
Cultural & Operational
Infrastructure
Organize to support
your dropship program
Supplier Collaboration
Foster open
communication with
suppliers
Supplier Compliance
Measure supplier
performance
Considering these key areas will set you up for success
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Want to talk about dropshipping?
Come see us at the eBay Enterprise Kiosks
Robert Schlussler, Product Manager
Jaimie Atherton, Sr. Manager Technical Services
Anthony Hockaday, Director, Client Services
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Thank You
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The Future
Significance of
Stores – Why You
Should Care
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David Geisinger Head of Retail & Mobile
Innovation
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What’s Trending
• Digital and physical is merging
more than ever
• Brick & mortars are bringing digital
in-store
• Pureplays are getting physical
• Clientelling is taking center stage
• Mobile is key
• Omnichannel is Omnipresent.
Consumers have stated the importance of feeling valued
when in store
in
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Stores are here to stay
• Retail is currently over a $4.75 Trillion dollar market
– 90+% of that still occurs in brick and mortar stores
• 75% percent of consumer spending occurs within 15 miles of the average American’s front door (U.S. Census)
• Traditional online retailers continue to expand into physical
– Warby Parker, Bonobos, Birchbox, Zappos
– Amazon now has a store as well!
I am a store
and I’m here to
stay
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Today’s Omnichannel Customer
Web, mobile, apps, location and social technologies
assimilated into their shopping journeys
Omnichannel customers spend 3-4x times more
than single channel customers
84% of smartphone shoppers use their devices to
help shop while in-store
1 in 3 shoppers bypass associates and use
smartphones to find product info
63% percent of shoppers buy online and pickup
in-store at least a few times per year
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Today’s In-store Customer
• Shopper store satisfaction declining 15%
• Customer’s expectations changing rapidly due to experiences outside the store
• Consumer view offline as not competitive to on-line prices and not as convenient
• Consumers expect service while in-store and demand access to full inventory
• Expect associates to “get me”
• Consumers are mobile first
40% Purchase at a higher rate
in-store
80% Use devices before/during
store visits
22% Spend more in-store
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Anytime & Anywhere Expectations
Omnichannel customers spend over 90%% more than customers who shop direct/online
Omnichannel customer spend over 200% more than customers who shop in store only
• Customers need to be allowed to
shop on their own terms
• Bridge the gap between social,
digital, and traditional commerce
points
• Customers expect access to
products regardless of where and
when they shop
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Keeping it Personal
• Customers expect more
personalized service
• Understanding the breadth of a
consumers purchase behavior
• Leverage customer service data
• Unified recommendation engines
and shopping carts
• Better engagement can create
better results
20% Increase in customer
satisfaction
15% Lift in sales revenue
82% Reduction in servicing cost
of customers
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One Click Experiences
• Speed is key for today’s
consumers
• Access to accurate inventory
• Enabling services at the touch of a
button are more important than
ever
– Buy Online Pick Up in Store /
Click & Collect
– Reserve Online Try On In Store
• Direct access to ratings and
reviews
• One Click Purchasing
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Get on the Floor
• Associates need to get out from behind the register
• Increase customer engagement
• Be where the action is
• Adopt mobile tools for associates
86% will offer assisted sales
tasks for associates on mobile
67% will provide customer
profile/transaction data
available to associates
100% or more revenue can
be brought in through more
educated and engaged
associates
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Sell Experiences and Not Products
• Differentiation is key to retail success in-store
• Product selection and price points are important but not enough
• Capturing the customers “interest” is paramount
• Be innovative
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Bringing it All Together
Know you customer
Invest in omnichannel where appropriate
Pilot before production
Think mobile
Innovate
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Howard Pressman Senior Manager
Technology Product Management –
Ecosystem and Integration
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Simplifying Market
Expansion
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Why Sell on Marketplaces?
“99¾% of people
who buy online have
purchased something
on either ebay or
Amazon in 2014…
and even more plan
to in 2015”
- made up obvious statistic Purchased on marketplace
Lived in cave
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Why Sell on Marketplaces?
Internet Retailer, October 2014 eBay’s
U.S. Marketplace sales grow 7% in Q3
ebay
Marketplaces
gained 3.4 million
buyers
152 million active
buyers 2%
Revenue Uplift
Large
Retailers
5%
Mid-tier
Retailers
10%
Multi-
Marketplace
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Why Sell on Marketplaces?
Know your reasons to
determine your approach
to implementation
Think toward the future
Expand market presence
Enter additional global markets
Create brand awareness
Test product variations
Differentiate sub-brand products
Product liquidation
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Decisions, Decisions
On which
Marketplace
do you sell?
How will you
fulfill those
orders?
Who are
you
competing
against?
Pricing?
Promotions?
Customer
service:
support, returns
-data?
How to
manage
inventory? Reporting,
analysis?
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Consumer data / brand identity
Product classifications
Integration
Data sources, content
management, images
API upkeep
Avoiding stock-outs
System capacity planning, operational scale
Issues / Concerns
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Best Practices in Managing Marketplaces
Integrate from the “back end” not the front end
Consolidate management tools and single stream when possible
Rules engines for categorization, naming
Product attribution
Leverage a repricing tool
Share inventory
Hire an expert marketplace manager
Amazon – general marketplace ebay – custom store
Monitor, Analyze, Change, Repeat