tag:www.econsultancy.com,2008:/topics/ecommerce Latest Ecommerce content from Econsultancy 2016-09-30T14:10:22+01:00 tag:www.econsultancy.com,2008:BlogPost/68359 2016-09-30T14:10:22+01:00 2016-09-30T14:10:22+01:00 10 top-notch marketing stats from this week Nikki Gilliland <p>So without further ado...</p> <h3>Nearly half of digital marketers in the UK feel overworked</h3> <p>Research from Greenlight Digital has revealed how digital marketers in the UK feel about their jobs.</p> <p>In a survey of 281 in-house marketers, 46% said they feel overworked and 30% feel underpaid.</p> <p>The <a href="http://www.greenlightdigital.com/blog/magazine/the-41-hour-report/" target="_blank">41 Hour Report</a> also highlights the gender pay gap within the digital marketing industry, with men earning an average of 9.5% more than women.</p> <p>Despite these negative findings, there are some positives, with 84% enjoying their role and 31% feeling recognised for it within the wider company.</p> <p><img src="https://assets.econsultancy.com/images/0007/9756/Greenlight.PNG" alt="" width="368" height="446"></p> <h3>27% of consumers think robots would provide better customer service</h3> <p>According to research by OpenText, many consumers think the rise of AI technology will positively impact customer service in the UK, specifically when it comes to certain industries.</p> <p>26% of consumers said they would get better service from a robot when ordering food in a restaurant, while 20% said the same about speaking to a call centre operator.</p> <p>Surprisingly, millennials are the demographic that’s least likely to agree with this notion, with 58% of agreement coming from those aged 35 to 54 years old.</p> <h3>57% of consumers are ready to embrace programmatic commerce</h3> <p>Consumers are increasingly being swayed by smart technology, says a new study from Salmon.</p> <p>Apparently, 57% of consumers are ready to embrace programmatic commerce over the next two years, with 13% ready right now.</p> <p>53% cite convenience as the main benefit of smart tech, with 35% already using a form of it in their own home.  </p> <p>Consequently, retailers need to ensure innovation in this area, or face being overtaken by competitor brands.</p> <h3>Social media reaction towards GBBO turns negative</h3> <p>Analysis from Spredfast shows how people reacted to the news that the Great British Bake Off is to leave the BBC. </p> <p>With over 249,000 tweets sent in the five days following the announcement, there was an 88% increase in social media discussion overall.</p> <p>Negative sentiment increased by 180%, with the main emotion being anger directed at Paul Hollywood’s decision to remain on the show.</p> <p>Positive sentiment towards Mary Berry fell 7%, however this was mostly fuelled by sadness.</p> <p>Oh Bezza, what will we do without you?</p> <p><img src="https://assets.econsultancy.com/images/0007/9752/GBBO.PNG" alt="" width="735" height="471"></p> <h3>Women are adopting mobile commerce faster than men</h3> <p>The latest data from Worldpay has revealed that women are more likely to use their mobile phone or tablet to shop. </p> <p>The report found that 78% of males prefer using a desktop or laptop computer to buy online, versus 70% of females.</p> <p>On the other hand, 11% of females prefer to use a mobile phone compared to just 8% of males.</p> <p>In terms of what exactly people are buying, clothing retailers have seen a major boost from mobile, with 60% of mobile traffic coming from the fashion industry alone.</p> <h3>Burberry is the most-mentioned brand during London Fashion Week</h3> <p>Socialbakers has revealed that Burberry stole the social show at this year’s London Fashion Week.</p> <p>With 25,091 mentions on Twitter, 42,463 new followers on Instagram and 18,231 on Twitter – the brand garnered a huge response, making it the largest UK designer on social media.</p> <p>As well as producing and sharing quality content throughout the week, insight suggests that the brand’s quick reponse time on Facebook has also contributed to its loyal following.</p> <p>With 10,271 mentions, Julien Macdonald was the second most-talked about designer of LFW.</p> <p><img src="https://assets.econsultancy.com/images/0007/9757/burberry.jpg" alt="" width="780" height="517"></p> <h3>Retailers are losing 32% of potential customers due to bad search results</h3> <p>A new study by RichRelevance has revealed the extent to which consumers are disappointed with ecommerce search, particularly on mobile.</p> <p>According to the survey, 21% of customers are unsatisfied with retail site search and 36% are unsatisfied with mobile search. </p> <p>What’s more, 95% of UK shoppers say they will leave a retail site due to bad search results, with 68% of people saying they are likely or extremely likely to leave.</p> <p>The survey also found the following top five bugbears for consumers searching retail sites:</p> <ol> <li>Irrelevant results</li> <li>Inability to find the right product </li> <li>The search function not recognising terminology</li> <li>A search box that isn’t user friendly </li> <li>Slow load times</li> </ol> <h3>Ads and social media are key drivers for mobile spending</h3> <p>The new IAB mobile commerce report highlights how buying on mobile is becoming common practice for consumers, with 75% of mobile internet users making a purchase via their smartphone or tablet in the past six months.</p> <p>When it comes to what’s driving mobile spend, it seems ads are a key influence, with 76% of mobile purchasers engaging with a mobile ad in the past six months.</p> <p>Likewise, social media is also playing a key role in the discovery of products and services. </p> <p>60% of mobile purchasers often find new products and services via online networks like Facebook and Instagram.</p> <p><a href="http://www.businesswire.com/news/home/20160927005394/en/Three-Quarters-Mobile-Users-World-Purchases-Smartphones-Tablets" target="_blank"><img src="https://assets.econsultancy.com/images/0007/9755/IAB.PNG" alt="" width="780" height="508"></a></p> <h3>Halloween boosts online search for eBay </h3> <p>According to data from eBay, Halloween is now a huge milestone for brands in the UK, despite the assumption that it drives more interest from US consumers.</p> <p>eBay found that in the four weeks leading up to 31st October 2015, there were 1.2 m searches for ‘Halloween’ on eBay.co.uk and a further 500,000+ searches for ‘Halloween costume’.</p> <p>Interestingly, it’s not just children that like to get into the spooky spirit. </p> <p>Last year, there were over 2,000 searches per day for Halloween items by those aged 60+. Similarly, shoppers aged 40-49 were most likely age to search for ‘adults fancy dress.’</p> <p><img src="https://assets.econsultancy.com/images/0007/9758/ebay.jpg" alt="" width="780" height="519"></p> <h3>Online ads need 14 seconds on screen to be seen</h3> <p>According to a new study by InSkin Media, online ads need to be shown on a screen for at least 14 seconds in order to be seen.</p> <p>In a study of 4,300 UK consumers, 25% of ads classed as ‘viewable’ were never actually looked at by participants. </p> <p>A third of the ads were looked at for less than a second, while only 42% were looked at for at least a second.</p> <p>Interestingly, page clutter is a big factor in determining how long an ad is looked at, reducing gaze time by an average of 37%.</p> tag:www.econsultancy.com,2008:BlogPost/68342 2016-09-29T14:19:12+01:00 2016-09-29T14:19:12+01:00 13 UX improvements Nespresso should make to its ecommerce customer journey Ben Davis <p>N.B. I should say that I have previously written positively about Nespresso, and believe it to be a great brand doing great things.</p> <p>However, with the ecommerce website not changing dramatically since I wrote <a href="https://econsultancy.com/blog/64507-nespresso-experiential-marketing-at-its-best/">this piece in early 2014</a>, and with subscription ecommerce maturing, there's a definite need for a slicker experience. </p> <h3>1. FREE delivery for large orders - missed opportunity on homepage</h3> <p>Look below. The homepage says 'next day delivery or pick up point when you purchase 200 or more capsules'.</p> <p>Bizarrely it doesn't say 'FREE' delivery, which is indeed the case for these larger orders, saving the customer £3.95.</p> <p><img src="https://assets.econsultancy.com/images/0007/9638/Screen_Shot_2016-09-27_at_16.11.22.png" alt="free delivery" width="615" height="398"></p> <h3>2. FREE delivery for large orders - missed opportunity on product pages</h3> <p>When I delve into the capsule product listings, one or two of them include a nice little banner saying 'FREE STANDARD DELIVERY - With 200 capsules or more'.</p> <p>As you can see here...</p> <p><img src="https://assets.econsultancy.com/images/0007/9637/Screen_Shot_2016-09-27_at_16.11.14.png" alt="free delivery" width="615"></p> <p>But the majority of the product listings do not contain this message (see below).</p> <p>Nor is the free delivery message stressed when I use a dropdown to select my order size - this would be the perfect place to put a marker, next to the 200 option.</p> <p><em>The majority of Nespresso product pages do not carry a free delivery banner</em></p> <p><img src="https://assets.econsultancy.com/images/0007/9636/Screen_Shot_2016-09-27_at_16.09.15.png" alt="free delivery" width="615"></p> <h3>3. Distraction issues in the checkout - downselling!</h3> <p>This one baffled me. I had £62 worth of coffee capsules in my basket, I proceeded to checkout and I'm offered a lower price selection of capsules (£47.50) that comes with a free gift.</p> <p>Now, this offer is for new Nespresso members, of which I am one, so you might argue that this represents good practice - I'm welcomed aboard with the offer of a free gift.</p> <p>Perhaps this gift and selection of capsules will stand a chance of increasing my <a href="https://econsultancy.com/blog/65435-what-is-customer-lifetime-value-clv-and-why-do-you-need-to-measure-it/">lifetime value</a>?</p> <p>However, in my opinion not only does this cross-sell (or down-sell, however you want to look at it) add another barrier in the checkout process (I have to click the small text link 'I am not interested for now'), but it is reducing average order value, by encouraging me to spend £14.50 less.</p> <p><img src="https://assets.econsultancy.com/images/0007/9635/Screen_Shot_2016-09-27_at_16.15.28.png" alt="free gift" width="615" height="615"> </p> <h3>4. Distraction issues in the checkout - milk frother cross-sell</h3> <p>More <a href="https://econsultancy.com/blog/66856-cross-selling-online-why-it-s-important-how-to-do-it/">cross-selling</a> issues arise when I get to the payment part of the checkout.</p> <p>I am shown a little ad for milk frothers. Again, I think it's strange to offer me this now, when Nespresso has almost got my money.</p> <p>Okay, if there was the option to add a milk frother to my bill there and then, it might make sense, but this is inviting me to exit the checkout altogether and start shopping again.</p> <p>Surely, this is increasing the chance of <a href="https://econsultancy.com/blog/64167-basket-abandonment-emails-why-you-should-be-sending-them/">basket abandonment</a>.</p> <p><img src="https://assets.econsultancy.com/images/0007/9614/Screen_Shot_2016-09-27_at_16.25.44.png" alt="frother cross sell" width="615" height="395"> </p> <h3>5. Postcode field validation is poor</h3> <p>This field doesn't like lower case letters.</p> <p>It's so boring having to capitalise things when a computer could have done it for me if it was that bothered.</p> <p><img src="https://assets.econsultancy.com/images/0007/9618/Screen_Shot_2016-09-27_at_16.17.37.png" alt="postcode" width="400" height="124"> </p> <h3>6. Sign in? I already have</h3> <p>Once I have ordered my coffee, I am now registered with Nespresso and logged in.</p> <p>However, the slightly strange prompt to sign in (which is not fixed to the header and scrolls up and down) remains.</p> <p><img src="https://assets.econsultancy.com/images/0007/9613/Screen_Shot_2016-09-27_at_16.27.25.png" alt="account" width="615" height="244"> </p> <h3>7. Poor copywriting: 'You have made your order from Internet'</h3> <p>In 'My account' I can see all my order details. There's a slightly clunky bit of <a href="https://econsultancy.com/training/courses/online-copywriting/">copywriting</a> here - 'You have made your order from Internet'.</p> <p>Little typos like this often show up an organisation still reliant on <a href="https://econsultancy.com/blog/67346-agile-development-what-do-marketers-need-to-know/">waterfall processes</a>. These sorts of tiny errors should be fixed as soon as they are noticed.</p> <p>And they should be noticed by ongoing testing.</p> <p><img src="https://assets.econsultancy.com/images/0007/9612/Screen_Shot_2016-09-27_at_16.27.25_copy.png" alt="order from internet" width="600" height="385"></p> <h3>8. Pointless-alert alert </h3> <p>An alert based on your usual order frequency to notify you when your capsules have most likely finished.</p> <p>This is a strange feature. Firstly, I've only made one order, so Nespresso has no idea what my consumption rate is.</p> <p>Secondly, even if Nespresso knew more about me, this alert is simply a stab in the dark.</p> <p>Of course, chivvying me along to buy more capsules isn't a bad thing and it sort of works for both parties, but there's an obvious conclusion to reach here.</p> <p>Wouldn't it be better to offer me an automatic subscription to a set number of capsules per month or three months, then give me a nominal discount on the order value for doing so?</p> <p>After all, there are other companies winning business with this subscription model, which is more convenient than even the reorder feature Nespresso offers. </p> <p><img src="https://assets.econsultancy.com/images/0007/9610/Screen_Shot_2016-09-27_at_16.45.21.png" alt="capsule alert" width="615" height="317"> </p> <h3>9. Recycling bags - add a prompt in the checkout</h3> <p>It's great that Nespresso encourages recycling. You can take a bag of empty capsules to your nearest store, or arrange a free collection alongside your next coffee delivery.</p> <p>The recycle bags are free and a recommended product when browsing coffee on the website (see the bottom right of <a href="https://assets.econsultancy.com/images/0007/9637/Screen_Shot_2016-09-27_at_16.11.14.png">this screenshot</a>).</p> <p>However, I didn't notice this recommendation, then when I tried to get a recycling bag after making a purchase, the Nespresso checkout won't allow me to (see screenshot below).</p> <p>I think the obvious solution is to add a simple one-click prompt in the checkout (do you want a free recycling bag?).</p> <p>This would do a lot for uptake of the service, something Nespresso is no doubt keen to see further adoption of to bolster its <a href="https://en.wikipedia.org/wiki/Corporate_social_responsibility">CSR</a> efforts and make the brand more friendly.</p> <p>Getting rid of that earlier milk frother ad in favour of a recycling prompt is a no-brainer.</p> <p><img src="https://assets.econsultancy.com/images/0007/9609/Screen_Shot_2016-09-27_at_16.49.58.png" alt="recycling" width="615" height="377"></p> <h3>10-12. Minor address field niggles (but things that I still noticed)</h3> <p><strong>10. Poorly labelled field: 'Delivery Remark'</strong></p> <p>Better copywriting needed here.</p> <p><img src="https://assets.econsultancy.com/images/0007/9634/Screen_Shot_2016-09-27_at_16.17.02.png" alt="delivery remark" width="400" height="176"> </p> <p><strong>11. Why is pickup point selected as default?</strong></p> <p>I have already been asked for my delivery address. So why then make pickup the default?</p> <p>Pickup points should have been an option before I had to enter a delivery address.</p> <p><img src="https://assets.econsultancy.com/images/0007/9617/Screen_Shot_2016-09-27_at_16.19.15.png" alt="pickup" width="615" height="577"> </p> <p><strong>12. 'Delivery instructions' field not labelled</strong></p> <p>If I select to allow my delivery to be left 'in a safe place', I am told to specify this safe place in the 'delivery instructions field above'.</p> <p>But there is no such field labelled above.</p> <p>One has to assume the text is referring to the box I have highlighted in the second screenshot below. Again, there is a really simple fix that hasn't been made.</p> <p><img src="https://assets.econsultancy.com/images/0007/9616/Screen_Shot_2016-09-27_at_16.22.38.png" alt="nespresso" width="615" height="258"></p> <p><em>Delivery instructions field?</em></p> <p><img src="https://assets.econsultancy.com/images/0007/9615/Screen_Shot_2016-09-27_at_16.22.56.png" alt="delivery instructions" width="615" height="424"> </p> <h3>13. Mobile app works nicely but no delivery prompt for +200</h3> <p>I haven't included much on the mobile app here. It's an altogether nicer experience than using the desktop site and looks fairly slick.</p> <p>However, there are still issues. Again, free delivery for larger orders is not highlighted. All I get is a prompt to round my capsules to the nearest 50.</p> <p><img src="https://assets.econsultancy.com/images/0007/9647/IMG_3175.png" alt="nespresso app" width="300">  <img src="https://assets.econsultancy.com/images/0007/9649/IMG_3176.png" alt="nespresso app" width="300"></p> <h3>14. Emails are not mobile optimised</h3> <p>I had lots of useful follow-up emails, welcoming me as a member, giving me my order details and telling me of order dispatch.</p> <p>Unfortunately, none of the three were readable without plenty of zooming on mobile.</p> <p><img src="https://assets.econsultancy.com/images/0007/9651/nesp_email.png" alt="email nespresso" width="335" height="595"></p> <h3>In conclusion...</h3> <p>Why did I bother with this exercise you might ask? Well, as I mentioned in the intro, standards continue to rise, <a href="https://econsultancy.com/blog/68325-how-can-startups-beat-fmcg-giants-an-interview-with-cornerstone-s-founder/">particularly in FMCG as subscription models raise the bar</a> for online UX.</p> <p>Nespresso's ecommerce functionality didn't make me curse and I managed to easily order my coffee.</p> <p>But, if Nespresso produces a top notch and slick experience on the next development of its platform, alongside a subscription offering, I am more likely to return.</p> <p>As it is, I may simply head back to my supermarket, and the next best brand.</p> tag:www.econsultancy.com,2008:BlogPost/68345 2016-09-28T14:42:43+01:00 2016-09-28T14:42:43+01:00 Over half of consumers now turn to Amazon first for product search Patricio Robles <p>The biggest losers of Amazon's rise as a search destination are other search engines.</p> <p>BloomReach's study, which was based on a survey of 2,000 consumers over the Labor Day weekend, found that search engines, including Google, Bing and Yahoo, lost 28% of their market share for product searches to Amazon.</p> <p>A big reason for that is Amazon's wide selection, and its product-centric search capabilities, which the majority found superior to those offered by search engines.</p> <p>Interestingly, search engines fare better during the holiday season under certain circumstances.</p> <p>While Amazon is the first choice for search for 59% of consumers who are looking for a specific product as a gift, that number drops to 49% when consumers don't have a specific product in mind.</p> <p>Unfortunately for search engines, in this scenario, retailer sites see more consumers turning to them first than search engines do.</p> <h3>A big challenge for retailers</h3> <p>But that doesn't mean that all is well for retailers. Consumers turn to their sites first for product search just 16% of the time.</p> <p>That figure has decreased from 21% two years ago. And even when consumers end up on a retailer's website, 70% of the time they'll check out Amazon to compare prices. Only 40% of Amazon shoppers do the reverse.</p> <p>The biggest problem for retailers is <a href="https://econsultancy.com/reports/customer-experience-statistics/">customer experience</a>.</p> <p>Of those BloomReach surveyed, just over half stated that they felt Amazon provided the best overall site experience, and a third indicated this was the primary reason they favored Amazon.</p> <p>Less than a third said they've left Amazon for another retailer's site over poor experience, while 58% went to Amazon after having a bad experience at a retailer's site.</p> <p><img src="https://assets.econsultancy.com/images/0007/9620/bloomreachstudy.png" alt="" width="731" height="260"></p> <p>The good news is that there are opportunities for retailers to compete more effectively against Amazon.</p> <p>For example, BloomReach found that only one in three consumers felt Amazon had superior personalization and product recommendations, and "41% said personalization would make them more likely to buy from a retailer over Amazon," so retailers clearly have the ability to establish an edge here.</p> <p>And while they might not necessarily be able to compete with Amazon on price or overall selection, by focusing on eliminating poor experiences and improving <a href="https://econsultancy.com/blog/66658-24-best-practice-tips-for-ecommerce-site-search/">site search</a>, they could also decrease Amazon's appeal.</p> tag:www.econsultancy.com,2008:BlogPost/68328 2016-09-23T15:24:00+01:00 2016-09-23T15:24:00+01:00 Houzz fuses physical and digital with SmartHouzz London pop up Nikki Gilliland <p>A mix of spot-on branding and <a href="https://econsultancy.com/blog/66908-10-inspiring-experiential-marketing-examples/" target="_blank">experiential marketing</a>, here’s four reasons why I found it worth a visit. </p> <h3>Drives consumer awareness</h3> <p>It’s hard to miss a large green house in the middle of Granary Square, and with its prime location, SmartHouzz ensures that it captures the interest of passers-by.</p> <p>As part of the Design Festival, the pop-up is clearly geared towards those who are interested in interior design, however it also succeeds in driving general consumer awareness. </p> <p>Events Manager, Ffion Francis, explained to me that visitors had so far been a mix of people who had already downloaded the app (and were therefore interested in applying design tips to their own living space), as well as people simply interested in finding out what was going on.</p> <p>The concept of the SmartHouzz is based on the fact that ‘small bathroom’, ‘small bedroom’ and ‘small kitchen’ are some of the most popular search terms on Houzz.co.uk.</p> <p>Using search behaviour to shape the concept means that it is more likely to resonate with consumers. </p> <p><img src="https://assets.econsultancy.com/images/0007/9478/IMG_3039.JPG" alt="" width="780" height="585"></p> <h3>Encourages social interaction</h3> <p>Alongside the hashtag #smarthouzz, Houzz is also running a competition to further encourage interaction and drive awareness of the campaign.</p> <p>Promising the winner a John Lewis gift card worth £2,000, this is a nice little incentive for people to go down and check out the pop-up.</p> <p>Once inside the house, there’s also the chance for visitors to get involved with other competitions, increasing the chances of people sharing their experience on social media and with friends and family. </p> <p><img src="https://assets.econsultancy.com/images/0007/9479/IMG_3041.JPG" alt="" width="780" height="1040"></p> <h3>Combines physical and digital retail</h3> <p>One of the biggest challenges for a company like Houzz is the gap between the digital world and very physical nature of its product.</p> <p>For consumers <a href="https://econsultancy.com/blog/67987-home-sweet-home-why-houzz-is-worthy-of-the-best-app-award/" target="_blank">using the app</a> or website - despite newly integrated <a href="https://econsultancy.com/blog/67745-15-examples-of-artificial-intelligence-in-marketing/" target="_blank">AI features</a> such as ‘View in my Room’ -  there is a big difference between browsing on a small screen and seeing a piece of furniture in real life.</p> <p>As a result, the physical nature of the pop-up is effective at prompting customers to purchase. </p> <p>What’s more, the immersive and interactive nature of the experience, such as the ability to speak to ‘design professionals’, gives what is otherwise a faceless brand a friendly identity, and in turn becomes much more personal to the consumer.</p> <p><img src="https://assets.econsultancy.com/images/0007/9480/IMG_3040.JPG" alt="" width="780" height="585"></p> <h3>Promotes brands partnerships</h3> <p>As well as being a <a href="https://econsultancy.com/reports/the-future-of-content-marketing/">content marketing</a> opportunity for Houzz, the SmartHouzz also promoted products from its partners <a href="https://econsultancy.com/blog/65802-john-lewis-the-customer-journey-from-search-to-checkout/" target="_blank">John Lewis</a> and Dulux.</p> <p>Using Dulux paint to decorate the interior and John Lewis products to furnish it, Houzz ensured that customers could directly purchase what they were seeing. </p> <p>There were some nice touches like the inclusion of tags on furniture, including product numbers and info on where to buy. </p> <p><img src="https://assets.econsultancy.com/images/0007/9481/IMG_3042.JPG" alt="" width="780" height="585"></p> <p>With John Lewis stores also including the tags in their product displays, it means that consumers don’t have to be in King’s Cross to be aware of the campaign. </p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">Houzz green tags are everywhere this <a href="https://twitter.com/hashtag/LDF16?src=hash">#LDF16</a> - they're even in <a href="https://twitter.com/johnlewisretail">@johnlewisretail</a>'s Oxford St store! You can also spot them in the <a href="https://twitter.com/hashtag/SmartHouzz?src=hash">#SmartHouzz</a> <a href="https://t.co/TJCdScrNKF">pic.twitter.com/TJCdScrNKF</a></p> — Houzz UK (@HouzzUK) <a href="https://twitter.com/HouzzUK/status/779284187387990016">September 23, 2016</a> </blockquote> <p>All in all, it's a nice example of how to use experiential marketing to increase consumer awareness, as well as a great piece of design.</p> tag:www.econsultancy.com,2008:BlogPost/68322 2016-09-23T13:42:24+01:00 2016-09-23T13:42:24+01:00 10 juicy digital marketing stats from this week Nikki Gilliland <p>If you'd like further information, the Internet Statistics Compendium is <a href="https://econsultancy.com/reports/internet-statistics-compendium/" target="_blank">ready and waiting</a>.</p> <h3>90% of UK grocery retailers have issues meeting customer requirements</h3> <p>New research by Blue Yonder has found that grocery retailers are failing to keep up with growing customer demands.</p> <p>From interviews with 750 grocery managers and directors across the globe, 90% of UK respondents said they’re falling short, with 25% unable to deliver an omnichannel experience.</p> <p>Furthermore, nearly 30% said decisions in the supply chain are slowing down their decision-making, and the main reason they are unable to keep pace.</p> <h3>Retailers take advantage of dual-screen shoppers</h3> <p>eBay’s <a href="http://www.ebay-report.co.uk/#homepage" target="_blank">UK retail report</a> highlights how primetime TV shows are influencing shopper behaviour, specifically through the rise of ‘dual screening’ – i.e. the act of watching television whilst simultaneously surfing the internet.</p> <p>According to data, eBay saw a 67% rise in interaction with baking products while the first episode of the new Great British Bake Off was on air, rising to 133% during the hour immediately afterwards.</p> <p>Other items that have seen an increase in search interest include Peaky Blinders’ style flat caps, Game of Thrones merchandise and Olympic-inspired bicycles.</p> <p><img src="https://assets.econsultancy.com/images/0007/9462/ebay_insights.PNG" alt="" width="700" height="415"></p> <h3>Facebook generates 14.2% of all traffic for major online publishers</h3> <p>Despite algorithm changes, Echobox has reported that Facebook’s role in media distribution continues to grow, with the network now generating 14.2% of all traffic for media companies.</p> <p>This means that Facebook’s share of referral traffic has trebled from 5.2% of all online traffic to 14.2% since January 2014, compared to Twitter’s share which has remained static at 1.8%.</p> <p>With Facebook a continued focus for publishers, many are now employing dedicated teams for social media optimisation.</p> <h3>UK shoppers make impulse purchases 28% of the time</h3> <p>A new study by HookLogic has delved into the UK’s shopping habits, discovering that one third of consumer purchases are made up of impulse buys.</p> <p>Impulse shopping is higher in the infant and toddler category, followed by food and groceries and toys and games.</p> <p>Interestingly, 60% of shoppers cite product descriptions as a top factor in the decision to purchase.</p> <p>When it comes to categories such as Electronics and Home Décor, consumers are much more considered, thinking about their purchase weeks or even months beforehand.  </p> <p><img src="https://assets.econsultancy.com/images/0007/9465/purchase_decision_cycle.PNG" alt="" width="770" height="338"></p> <h3>9 out of 10 Brits think NHS Hospitals could be improved by digitisation</h3> <p><a href="http://www.apadmi.com/enterprise-healthcare-report-press/" target="_blank">Research by Apadmi Enterprise</a> has found that 60% of UK patients are dissatisfied with the lack of digitisation within the NHS.</p> <p>Following Jeremy Hunt’s pledge to improve technology in healthcare, 9 out of 10 Brits say that the use of mobile apps would significantly improve matters.</p> <p>76% said they would like to use tech to manage hospital appointments, such as booking, cancelling or confirming an appointment. Likewise, 55% would use technology to store their prescriptions.</p> <p>Despite this desire, 55% of patients say they have never used mobile app technology to engage with the NHS.</p> <h3>Over 40% of video budgets allocated to formats beyond pre-roll</h3> <p>According to Collective’s latest report, online video advertisers are buying more strategic and varied video solutions than ever before, with an increased investment in display, YouTube and social channels.</p> <p>In 2015, 56% of respondents were buying both video and display. In 2016, this figure has jumped to 73%.</p> <p>This is in comparison to the percentage of those buying traditional TV and Video, which has fallen from 38% last year to 26% in 2016. </p> <p><img src="https://assets.econsultancy.com/images/0007/9463/video_online_buyers.PNG" alt="" width="469" height="411"></p> <h3>39% of consumers still wary about sharing economy</h3> <p>Research from Trustpilot reveals that while 47% say the sharing economy benefits consumers, 39% feel these companies aren’t as trustworthy as traditional outlets.</p> <p>The biggest area of concern is a lack of clarity over who is responsible if something goes wrong. 29% of survey respondents said they had previously avoided using a sharing economy platform due to this issue.</p> <p>The survey also looks at the various types of platforms that consumers feel the most comfortable using (see the below charts for popularity rankings).</p> <p><img src="https://assets.econsultancy.com/images/0007/9461/sharing_economy.PNG" alt="" width="780" height="256"></p> <h3>Adobe reports continued deflation in the UK following Brexit</h3> <p>Adobe’s monthly Digital Price Index (DPI) for August has revealed that prices of durable goods such as TVs and computers have declined, with online sales dropping sharply year on year.</p> <p>Despite demand being up in the months of May and June, growth slowed to 16% in July, leading to a 10% year on year decrease this August. This is in comparison to the US, which saw a 30.2% increase in the same period.</p> <p>Travel prices to the UK also saw a decline, with August hotel prices in London down 16% year on year.</p> <h3>Less than a third of organisations carry out attribution across majority of campaigns</h3> <p>Our <a href="https://econsultancy.com/reports/state-of-marketing-attribution/" target="_blank">State of Marketing Attribution report</a>, in association with AdRoll, has found that organisations are still falling behind on attribution. </p> <p>While it plays an increasingly crucial role, just 31% of organisations carry out attribution across the majority of campaigns. </p> <p>As well as marketers lacking the skills and resources to analyse results, it also appears to be due to the increasingly mobile-centric nature of consumers, with traditional tracking methods (such as cookies) not translating effectively to mobile. </p> <p>Despite this, four out of five organisations claim that the rise of big data has increased focus on attribution.</p> <p><img src="https://assets.econsultancy.com/images/0007/9467/attribution.PNG" alt="" width="640" height="491"></p> <h3>Mobile accounts for a half of all video views</h3> <p>According to new figures from Ooyala, mobile video has reached a tipping point, with just over half of all views coming from mobile.</p> <p><a href="http://www.ooyala.com/resources/online-video-index" target="_blank">The Global Video Index Q2 2016</a> revealed a 15% year on year rise in mobile video views, meaning that they now account for 50.6% of the total amount. </p> <p>This figure reflects the growing popularity of smartphones over tablets, with smartphones accounting for a 43% share of mobile video views, compared to 8% on tablets.</p> tag:www.econsultancy.com,2008:BlogPost/68314 2016-09-22T15:40:00+01:00 2016-09-22T15:40:00+01:00 Are organizations well-equipped for omnichannel marketing? Nikki Gilliland <p>As consumers constantly switch between channels and devices, many companies are struggling to provide the seamless experience they crave.</p> <p>That being said, progress is being made.</p> <p>Here are some key charts from the report, providing insight into how organizations are responding.</p> <h3>Mixed path to integration</h3> <p>The below chart includes a range of capabilities which contribute to an <a href="https://econsultancy.com/blog/67410-the-three-best-ways-to-win-at-omnichannel-in-2016/" target="_blank">effective omnichannel</a> marketing strategy. </p> <p><img src="https://assets.econsultancy.com/images/0007/9415/Figure_3.JPG" alt="" width="780" height="594"></p> <p>With the exception of content management and single customer view, fewer than a quarter of companies surveyed currently have these capabilities in place.</p> <p>However, the good news is that progress is being made, as the remainder of respondents are largely working towards achieving these capabilities.</p> <h3>Data remains the biggest challenge</h3> <p>One of the biggest barriers to integration is the management of data, with many companies using separate technologies to do the job.  </p> <p>In fact, there's been a distinct lack of progress on this matter over the past three years.</p> <p><img src="https://assets.econsultancy.com/images/0007/9416/Figure_5_data.JPG" alt="" width="780" height="610"></p> <p>Now 51% of respondents have separate technologies for managing data across channels, a proportion that has remained fairly static since 2013.  </p> <p>As well as non-integrated tech systems, 31% of companies also cite organizational structure as a top three obstacle to integrated marketing activities.</p> <h3>Consistency is a key driver</h3> <p>In today’s path to purchase, customers expect the same level of service and attention to detail across all touchpoints.</p> <p>Without this, they are likely to grow frustrated and go elsewhere.</p> <p>As a result, most organizations are intent on delivering this consistency, with the main driver for implementing an omnichannel strategy being the desire to keep up with consumer expectations.</p> <p><img src="https://assets.econsultancy.com/images/0007/9417/figure_9_consistency.JPG" alt="" width="780" height="591"></p> <p>It is interesting to note that just 4% of company respondents and 8% of agencies cite pressure from the board as a key driver. </p> <p>This could suggest a lack of interest from the top, which again goes back to an aforementioned barrier to integration.</p> <p>Without executive direction and support, it is challenging to create the company culture required to carry out an effective omnichannel strategy.</p> <h3>Marketers underestimating mobile</h3> <p>Despite 51% of marketers ranking mobile as a top-three priority area for their organization, many aren’t making the most of the opportunities it presents.</p> <p>Alongside a failure to map the mobile customer journey (with three in five respondents saying they lack the analysis skills to do so), it also appears best practice mobile strategies are falling by the wayside.</p> <p>The below chart indicates how companies are failing to implement essential mobile features like location-based messaging, mobile wallets and in-app advertising. </p> <p><img src="https://assets.econsultancy.com/images/0007/9446/Mobile_chart.JPG" alt="" width="780" height="539"></p> <p>All in all, the progress towards integration remains mixed, with a lack of consolidated data and analytical skills being the biggest roadblocks to overcome.</p> <p><em><strong>Econsultancy subscribers can <a href="https://www.econsultancy.com/reports/digital-intelligence-briefing-succeeding-in-the-omnichannel-age/">download the full report</a>.</strong></em></p> tag:www.econsultancy.com,2008:Report/3008 2016-09-22T14:30:00+01:00 2016-09-22T14:30:00+01:00 Internet Statistics Compendium Econsultancy <p>Econsultancy’s <strong>Internet Statistics Compendium</strong> is a collection of the most recent statistics and market data publicly available on online marketing, ecommerce, the internet and related digital media. </p> <p><strong>The compendium is available as 11 main reports (in addition to a B2B report) across the following topics:</strong></p> <ul> <li><strong><a href="http://econsultancy.com/reports/advertising-media-statistics">Advertising</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/content-statistics">Content</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/customer-experience-statistics">Customer Experience</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/web-analytics-statistics">Data and Analytics</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/demographics-technology-adoption">Demographics and Technology Adoption</a></strong></li> <li><strong><a href="http://econsultancy.com/uk/reports/ecommerce-statistics">Ecommerce</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/email-ecrm-statistics">Email and eCRM</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/mobile-statistics">Mobile</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/search-marketing-statistics">Search</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/social-media-statistics">Social</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/strategy-and-operations-statistics">Strategy and Operations</a></strong></li> <li><strong><a title="B2B Internet Statistics Compendium" href="http://econsultancy.com/reports/b2b-internet-statistics-compendium">B2B</a></strong></li> </ul> <p>Updated monthly, each document is a comprehensive compilation of internet, statistics and online market research with data, facts, charts and figures.The reports have been collated from information available to the public, which we have aggregated together in one place to help you quickly find the internet statistics you need, to help make your pitch or internal report up to date.</p> <p>There are all sorts of internet statistics which you can slot into your next presentation, report or client pitch.</p> <p><strong>Those looking for B2B-specific data should consult our <a title="B2B Internet Statistics Compendium" href="http://econsultancy.com/reports/b2b-internet-statistics-compendium">B2B Internet Statistics Compendium</a>.</strong></p> <p> <strong>Regions covered in each document (where available) are:</strong></p> <ul> <li><strong>Global</strong></li> <li><strong>UK</strong></li> <li><strong>North America</strong></li> <li><strong>Asia</strong></li> <li><strong>Australia and New Zealand</strong></li> <li><strong>Europe</strong></li> <li><strong>Latin America</strong></li> <li><strong>MENA</strong></li> </ul> <p>A sample of the Internet Statistics Compendium is available for free, with various statistics included and a full table of contents, to show you what you're missing.</p> tag:www.econsultancy.com,2008:BlogPost/68308 2016-09-22T10:36:22+01:00 2016-09-22T10:36:22+01:00 Four things to appreciate about Lush’s new app Nikki Gilliland <p>Hoping to bridge the gap between physical and digital, <a href="https://itunes.apple.com/gb/app/lush-fresh-handmade-cosmetics/id946403534?mt=8" target="_blank">its new app</a> promises “a fresh, fun, and interactive experience” – coupled with the convenience of shopping online.</p> <p>I decided to give it a whirl, and while it's certainly not perfect, here are four things I think it does particularly well.</p> <p>And for more on the brand, read our post on <a href="https://econsultancy.com/blog/67158-why-lush-is-the-undisputed-master-of-b-commerce/">why Lush is the undisputed master of 'B-commerce'</a>.</p> <h3>Categorisation</h3> <p>I really like Lush's clear and creative category options.</p> <p>While it includes standard groups like 'Body' and 'Make-up', it also gives the user the option to browse by emotions and specific scents.</p> <p><img src="https://assets.econsultancy.com/images/0007/9335/categories.PNG" alt="" width="200" height="354"> <img src="https://assets.econsultancy.com/images/0007/9337/categories_2.PNG" alt="" width="200" height="354"> <img src="https://assets.econsultancy.com/images/0007/9338/categories_3.PNG" alt="" width="200" height="355"></p> <p>As well as making the app easy to navigate, this also aids discovery.</p> <p>Instead of sticking to certain categories, it encourages users to search around.</p> <p><img src="https://assets.econsultancy.com/images/0007/9355/category_function.PNG" alt="" width="300" height="532"> <img src="https://assets.econsultancy.com/images/0007/9356/category_function_2.PNG" alt="" width="300" height="532"></p> <h3>Location-based features</h3> <p><a href="https://econsultancy.com/blog/67418-what-is-location-based-advertising-why-is-it-the-next-big-thing/" target="_blank">Location-based</a> marketing is a great way for brands to entice users in-store.</p> <p>With comprehensive store information and the ability to detect location, Lush does it well.</p> <p>Providing detail on opening times, contact numbers and directions in an integrated map - it's a great example of how to fuse the physical and mobile experience.</p> <p><img src="https://assets.econsultancy.com/images/0007/9343/location.PNG" alt="" width="200" height="355"> <img src="https://assets.econsultancy.com/images/0007/9348/location_3.PNG" alt="" width="200" height="355"> <img src="https://assets.econsultancy.com/images/0007/9345/location_2.PNG" alt="" width="200" height="355"> </p> <h3>Informative product copy</h3> <p>Lush employees are known for being incredibly well-informed about the products they sell.</p> <p>In the absence of this one-to-one interaction, an extensive amount of information is included in its place.</p> <p>While the amount of copy looks cluttered on a small screen, I particularly like the attention to detail.</p> <p>From the benefits of specific ingredients to further products that contain them, it is a nice way to pique interest and extend the user journey.</p> <p><img src="https://assets.econsultancy.com/images/0007/9351/product_info_2.PNG" alt="" width="200" height="355"> <img src="https://assets.econsultancy.com/images/0007/9350/product_info_3.PNG" alt="" width="200" height="355"> <img src="https://assets.econsultancy.com/images/0007/9349/product_info_4.PNG" alt="" width="200" height="355"></p> <h3>Editorial (and focus on ethics)</h3> <p>Well-known for its dedication to <a href="https://econsultancy.com/blog/68097-purchase-with-purpose-how-four-brands-use-social-good-to-drive-consumer-loyalty/" target="_blank">social good</a>, Lush's brand values are also reflected in the editorial sections of its app.</p> <p>Through the 'discovery' tab, users can read long-form articles about the company's values as well as lighter articles related to the Lush lifestyle.</p> <p><img src="https://assets.econsultancy.com/images/0007/9352/editorial.PNG" alt="" width="200" height="355"> <img src="https://assets.econsultancy.com/images/0007/9353/editorial_2.PNG" alt="" width="200" height="355"> <img src="https://assets.econsultancy.com/images/0007/9354/editorial_3.PNG" alt="" width="200" height="355"></p> <p>I also appreciate the fact that these articles pop up in the search results. </p> <p>When I searched for the term 'bubbles', I was presented with an article on 'how to use bubble bars' as well as the products themselves.</p> <p><img src="https://assets.econsultancy.com/images/0007/9359/search.PNG" alt="" width="300" height="532"></p> <p>This type of additional content provides extra value and entices users to return.</p> <h3>In conclusion...</h3> <p>While there are many parts of the app that could be improved (the load-times can be slow and the checkout process slightly laboured), there's still a lot to enjoy.</p> <p>With its creative <a href="https://econsultancy.com/training/courses/online-copywriting/">copywriting</a>, attention-to-detail and location-based technology, it's a decent effort from the cosmetics brand.</p> <p><em>To learn more about this topic, book yourself onto Econsultancy’s <a href="https://econsultancy.com/training/courses/mobile-usability-and-ux/">Mobile Usability and UX Training Course</a>.</em></p> tag:www.econsultancy.com,2008:BlogPost/68305 2016-09-21T15:20:00+01:00 2016-09-21T15:20:00+01:00 Runway to retail: How fashion brands are introducing ‘see-now, buy-now’ Nikki Gilliland <p>Well, sort of.</p> <p>From New York to London, here’s how brands have been making new-season collections more accessible than ever before.</p> <h3>Making shows shoppable </h3> <p>Consumers used to have to wait approximately six months before the designs showcased during Fashion Week made their way into stores. </p> <p>By the time they did arrive, cheaper copycat versions would have been selling like hotcakes on the high street, meaning less interest and fewer sales for designers.</p> <p>In a bid to make Fashion Week more consumer-focused, retailers are beginning to cotton on to the ‘see-now, buy-now’ trend – selling clothes and accessories immediately after a runway show. </p> <p>During this year’s New York Fashion Week, <a href="http://www.ralphlauren.co.uk/category/index.jsp?categoryId=78447111&amp;cp=3979771.4429691.78447111&amp;AB=en_UK_HP_S1_slot_2_S1_Explore">the likes of Ralph Lauren</a>, Rebecca Minkoff and Tom Ford all embraced the concept, making specific items available to buy both online and in a select amount of stores.</p> <p>Last February, Burberry, <a href="https://econsultancy.com/blog/68028-five-ecommerce-lessons-from-burberry-and-hermes/" target="_blank">a brand always at the cutting edge of digital</a> and social media, announced it will be doing the same at London Fashion Week.</p> <p>Likewise, high street favourite Topshop has also decided to make items from its latest ‘Unique’ collection immediately available.</p> <p><iframe src="https://www.youtube.com/embed/M97JmKtyWWc?wmode=transparent" width="854" height="480"></iframe></p> <h3>Converting social media buzz into sales</h3> <p>So why are designers so intent on creating this sense of immediacy?</p> <p>While Fashion Week was once a chance for press to preview collections, digital media has turned it into a full-on content marketing opportunity. </p> <p>From who is sitting in the front row to what’s being shown on the runway itself, consumers can directly find out what's going on from social media and online news sources. </p> <p>But despite the buzz occurring online, brands were struggling to capitalise on it.</p> <p>By making runway collections shoppable, everyone can get involved in all aspects of the runway experience, taking away the frustration of waiting months to buy.</p> <p><strong>Is this <em>always</em> a good thing?</strong></p> <p>Some suggest that a focus on the ‘experience’ is beginning to <a href="http://www.nytimes.com/2016/09/12/fashion/alexander-wang-victoria-beckham-tommy-hilfiger-new-york-fashion-week.html?_r=0" target="_blank">overshadow the clothes</a> themselves. </p> <p>To celebrate his see-now, buy-now collection, Tommy Hilfiger threw #TommyNow – a funfair popup complete with ferris wheels, hotdogs and celebrity guests.</p> <p>It was arguably the most Instagram-worthy moment of the entire week, and a world away from the traditional catwalk set-up. But while fans were able to watch a live stream online, I imagine it must have felt like being on the outside of a party you haven't been invited to.</p> <p>It certainly succeeded in creating a stir, but whether it will result in any real long-term gain remains to be seen.</p> <p><img src="https://assets.econsultancy.com/images/0007/9310/tommynow.JPG" alt="" width="780" height="668"></p> <h3>Creating a seamless experience across all channels</h3> <p>As well as allowing consumers to access new-season collections, many brands are using technology to create a seamless experience from catwalk to purchase.</p> <p>Last year, Rebecca Minkoff introduced VR technology for a 360 degree-view of its runway show.</p> <p><iframe src="https://www.youtube.com/embed/mi1Bs5CTNAA?wmode=transparent" width="854" height="480"></iframe></p> <p>In physical stores, Minkoff has also introduced interactive dressing rooms, complete with touch screens and a tracking system that sends emails to visitors after they’ve left the store.</p> <p>Along with the see-now buy-now phenomenon, this is a further example of how fashion brands are re-thinking the consumer experience across all channels.</p> <p>Of course there's no guarantee that those who consume content about Fashion Week will want to buy into it straight away.</p> <p>However, with the industry becoming more immersive and immediate than ever before, it means that you don't have to be a VIP to get involved.</p> tag:www.econsultancy.com,2008:BlogPost/68302 2016-09-20T15:20:00+01:00 2016-09-20T15:20:00+01:00 Three ways U.S. brands can sell more effectively in Asia Bart Mroz <p>What many brands fail to see is that the Asian markets are very different from their Western counterparts, so fail to adapt their strategies for the specific nuances of each.</p> <p>How then should companies better prepare to enter Asia’s burgeoning ecommerce market? </p> <h3>1. Learn how consumers differ across each country</h3> <p>Consumers in Asia are very nuanced; each respective country has it own set of particular attributes and shopping habits.</p> <p>By simply taking a look at the GDP per capita in <a href="https://econsultancy.com/blog/67594-digital-marketing-in-singapore-101/">Singapore</a> (<a href="http://data.worldbank.org/indicator/NY.GDP.PCAP.CD">$52,000</a>) compared to that in <a href="https://econsultancy.com/blog/67707-digital-marketing-in-asia-spotlight-on-malaysia/">Malaysia</a> (<a href="http://data.worldbank.org/indicator/NY.GDP.PCAP.CD">$9,000</a>), one can see the vast imbalance.</p> <p>These two countries are separated by a body of water less than a mile long and yet they are very different from a discretionary income perspective.  </p> <p>Unfortunately, many U.S. brands use blanket pricing for customers all across Asia. This is an unfortunate misstep, as price sensitivity across the region varies dramatically.</p> <p>What may be considered cheap in a developed country such as <a href="https://econsultancy.com/blog/64956-navigating-the-complex-but-valuable-south-korean-search-market/">South Korea</a> can be considered expensive in a neighboring country such as Vietnam. </p> <p>Therefore, it’s important for brands to segment their customers by country and if possible, even cities, since income differences between small and large cities can often be as great as those between developed and emerging nations.</p> <h3>2. Leverage the local platform of choice</h3> <p>Each and every country in Asia has a distinct ecommerce platform through which the majority of its online transactions occur.</p> <p>In the same way that Amazon is the dominant ecommerce platform in the U.S., Flipkart is the platform of choice in India, <a href="https://econsultancy.com/blog/67771-a-beginners-guide-to-alibaba-s-tmall/">Tmall</a> in China and Coupang in Malaysia.  </p> <p>Setting up an individual ecommerce site and translating it to adapt to a local country is not enough for brands to enter individual markets in Asia.</p> <p>Many have done so relying on their slightly-targeted digital marketing campaigns to attract consumers but it is absolutely critical that U.S. brands establish a presence on local platforms, which often serve as the entry point for foreign brands. </p> <p><em>Tmall</em></p> <p><img src="https://assets.econsultancy.com/images/0007/4225/product_tmall.jpg" alt="tmall" width="655" height="460"></p> <h3>3. Look to local brands for inspiration and insight</h3> <p>It’s important that brands do not assume that their American roots will help drive sales in Asia, regardless of the product fit or quality.</p> <p>Some brands will always be successful regardless of their geographic location because of their brand equity and legacy (such as Nike or Apple) but for the mass majority of brands, simply being “American” is not enough.</p> <p>Though privileged, they cannot expect to immediately succeed unless they spend considerable effort in expanding their global reach through local marketing and brand building.</p> <p>In most developed countries, there’s already a number of successful local brands that do quite well and pose formidable threats to any new entrants.</p> <p>In South Korea, famous beauty brands such as <a href="http://www.tonymolyus.com/">Tony Moly</a> or Nature Republic – which are considered leaders in the industry – dominate the playing field, making it very difficult for international brands to enter the market.</p> <p>Instead of getting discouraged, brands must look at dominant competitors to help gain a better understanding of which products sell well in each country, what marketing tactics work best and even which ecommerce design styles/layouts local consumers prefer.</p> <h3>In summary</h3> <p>Breaking into the Asian ecommerce market is a highly attractive prospect for any brand, due to its immense growth. But brands need to be aware of all the detailed nuances that are present in each and every country.</p> <p>A simple blanket strategy to conserve resources or personnel will not suffice to successfully enter the Asian market</p> <p>Instead, building a well thought-out plan that takes into consideration the differences that exist within markets is crucial.</p>