The "gross margin negative business model".

The recent article in ET on "How success of e-commerce start-ups are making traditional retailers rethink their model" was interesting reading, however, what was more interesting was the view of Mr. Biyani. On this one (the two points he makes) I agree with him.

The darling of everybody at this point in time is "the great ecom experience", however, the business viability & margins on transactions are the elephants in the room that are getting ignored. The gross margin negative businesses are not sustainable and are completely dependent on the VC funds for survival - a fact validated by a number of business leaders who were unable to raise a 2nd or a 3rd round and ended up shutting the once 'viable ecom' business.

Another article worth reading on the subject is Issues with Inventory models .  

Looking forward to see how the category progresses and the models that will finally sustain.  

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How Web Traffic is Driving Brick and Mortar Expansion

People will always want to shop, and that’s not going to change, but the online experience has raised shoppers’ expectations and made them much more discerning, so it behooves all retailers to know their customer that much better.  The Web is providing a much broader, more accurate and real-time picture of exactly who they are and where they live, arming retailers with the information they need to make smarter decisions about physical expansion — the most capital-intensive of investments.

Read more of this insightful article on Forbes here. 

This hybrid retail opportunity creates opportunities not only for retailers but also for the  brands. Data & trends provided by online retailing is a reflection of the offline consumer behavior and is far more accurate and trust-worthy as against data based on surveys and focused groups. 

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Unlearn e-commerce to win.

Jon Stine at the CISCO Retail Blog, in his recent post - seems to have hit the nail on the head. He writes:

"When e-commerce entered retail life in the mid-1990s, it was understandably regarded as just another channel of distribution – indeed, as just one more store. With this perspective, the key performance metric was (and generally remains to this day) site revenue. Conversion, another key metric, was defined as site transactions as a percent of site visits.


This still makes sense – but at a narrow, misleading level, because e-commerce no longer defines the connected world for retail.


In this age of Google and Facebook, the primary value today of the Internet to the shopper – and to your brand – is less about transactions, and more about search. On the PC, on the tablet, on the mobile devices, amidst the aisles.


The Internet – and the search function of the ever-mobile Internet – is now the front door of the entire brand."

Read more of this post here;

What Jon points to is what we AaramShop are experimenting with - the hybrid retail model of integrating the "zero moment of truth" of the shopper with respect to any brand (ZMOT / online research, social media engagement), with the "first moment of truth" when the product is actually bought. (FMOT)

The brands should appreciate the fact that the FMOT for the brand need not happen in the traditional e-commerce manner for them to have a overall e-commerce strategy for their CPG / FMCG brand. The huge volume to pre-purchase online research is being overlooked due to the limitations of the old e-commerce thinking.

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