tag:econsultancy.com,2008:/topics/strategy-operations Latest Strategy & Operations content from Econsultancy 2017-07-25T14:32:00+01:00 tag:econsultancy.com,2008:Report/4552 2017-07-25T14:32:00+01:00 2017-07-25T14:32:00+01:00 Trend Briefing: Artificial Intelligence (AI) <h2>Overview</h2> <p>Trend Briefing: Artificial Intelligence (AI) equips marketers with knowledge of perhaps one of the most prominent and exciting areas of tech innovation in 2017 – Artificial Intelligence.</p> <p>The guide was written by film and technology entrepreneur Steffan Aquarone, who has consulted and trained for big brands and spoken around the world on innovation, entrepreneurship and digital marketing, and features insights from senior marketers and innovators.</p> <p>It explains how and why AI has become such a talked about topic in recent years, suggests how marketers might benefit from its immediate practical applications and predicts what the technology might make possible in the near future.</p> tag:econsultancy.com,2008:Report/3008 2017-07-25T11:33:00+01:00 2017-07-25T11:33:00+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 two sector-specific reports, B2B and Healthcare &amp; Pharma) 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> </ul> <p>Updated monthly, each document is a comprehensive compilation of internet statistics and digital 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 - a huge time-saver for presentations and reports.</p> <p>There are all sorts of internet statistics which you can slot into your next presentation, report or client pitch.</p> <p><strong>Sector-specific data and reports are also available:</strong></p> <ul> <li><strong><a title="B2B Internet Statistics Compendium" href="http://econsultancy.com/reports/b2b-internet-statistics-compendium">B2B</a><br></strong></li> <li><strong><strong><a title="Financial Services and Insurance Internet Statistics Compendium" href="https://econsultancy.com/reports/financial-services-and-insurance-internet-statistics-compendium/">Financial Services and Insurance</a></strong></strong></li> <li> <strong><a title="Healthcare and Pharmaceuticals Internet Statistics Compendium" href="https://econsultancy.com/reports/healthcare-and-pharmaceuticals-internet-statistics-compendium/">Healthcare and Pharmaceuticals</a></strong><strong> </strong> </li> <li><strong><a title="Retail Statistics Compendium" href="https://econsultancy.com/reports/retail-statistics-compendium/" target="_self">Retail</a></strong></li> <li><strong><a title="Travel Statistics Compendium" href="https://econsultancy.com/reports/travel-statistics-compendium/" target="_self">Travel</a></strong></li> </ul> <p><strong>Regions covered in each document (where data is 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:econsultancy.com,2008:ConferenceEvent/840 2017-07-13T06:02:28+01:00 2017-07-13T06:02:28+01:00 Digital Cream Sydney <p style="border: 0px; vertical-align: baseline;">Exclusive to 80 senior client side marketers, <strong style="border: 0px; font-style: inherit; font-variant: inherit; vertical-align: baseline;">Econsultancy's Digital Cream</strong> is one of the industry's landmark events for marketers to:</p> <ul style="border: 0px; vertical-align: baseline;"> <li style="border: 0px; font-weight: inherit; font-style: inherit; vertical-align: baseline; font-variant: inherit;">convene and network with like-minded peers from different industries</li> <li style="border: 0px; font-weight: inherit; font-style: inherit; vertical-align: baseline; font-variant: inherit;">exchange experiences</li> <li style="border: 0px; font-weight: inherit; font-style: inherit; vertical-align: baseline; font-variant: inherit;">compare benchmark efforts</li> <li style="border: 0px; font-weight: inherit; font-style: inherit; vertical-align: baseline; font-variant: inherit;">explore the latest best practice</li> <li style="border: 0px; font-weight: inherit; font-style: inherit; vertical-align: baseline; font-variant: inherit;">discuss strategies</li> <li style="border: 0px; font-weight: inherit; font-style: inherit; vertical-align: baseline; font-variant: inherit;">learn from others who face the same challenges with suppliers, technologies and techniques. </li> </ul> <p style="border: 0px; vertical-align: baseline;">In a personal and confidential setting (It's Chatham House Rules so what's said at Digital Cream, stays at Digital Cream), the roundtable format is a quick and sure-fire way to find out what's worked and what hasn't, an invaluable opportunity to take time out and come back to the office full of ideas.</p> <h3 style="border: 0px; vertical-align: baseline; color: #004e70;">Roundtable Format</h3> <p style="border: 0px; vertical-align: baseline;">There are 8 roundtable topics and each delegate chooses 3 table topics most relevant to you, each session lasting about an hour and fifteen minutes. Each roundtable is independently moderated and focuses on a particular topic discussing challenges or areas of interest nominated by the table's attendees in the time available. This level of input ensures you get the maximum from your day.</p> <p style="border: 0px; vertical-align: baseline;">Digital Cream has been devised by the analysts and editors at Econsultancy in consultation with the most senior digital buyers in the world and runs in London, New York, Melbourne, Sydney, Shanghai, Singapore and Hong Kong.</p> <p style="border: 0px; vertical-align: baseline;"><strong style="border: 0px; font-style: inherit; font-variant: inherit; vertical-align: baseline;">Attendees pick three tables choices from the following full list of topics offered (extra topics will be removed at a later stage. If there is a topic you'd like to discuss which is not listed here, you can suggest it while registering):</strong> </p> <p style="border: 0px; font-weight: inherit; font-style: inherit; vertical-align: baseline; font-variant: inherit;">1. Agile Marketing - Develop a more responsive &amp; customer-centric approach</p> <p style="border: 0px; font-weight: inherit; font-style: inherit; vertical-align: baseline; font-variant: inherit;">2. Content Marketing Strategy</p> <p style="border: 0px; font-weight: inherit; font-style: inherit; vertical-align: baseline; font-variant: inherit;">3. Customer Experience Management</p> <p style="border: 0px; font-weight: inherit; font-style: inherit; vertical-align: baseline; font-variant: inherit;">4. Data-Driven Marketing &amp; Marketing Attribution Management</p> <p style="border: 0px; font-weight: inherit; font-style: inherit; vertical-align: baseline; font-variant: inherit;">5. Digital Transformation - People, Process &amp; Technology</p> <p style="border: 0px; font-weight: inherit; font-style: inherit; vertical-align: baseline; font-variant: inherit;">6. Ecommerce</p> <p style="border: 0px; font-weight: inherit; font-style: inherit; vertical-align: baseline; font-variant: inherit;">7. Email Marketing - Trends, Challenges &amp; Best Practices</p> <p style="border: 0px; font-weight: inherit; font-style: inherit; vertical-align: baseline; font-variant: inherit;">8. Integrated Search (PPC/SEO) - Trends, Challenges &amp; Best Practices</p> <p style="border: 0px; font-weight: inherit; font-style: inherit; vertical-align: baseline; font-variant: inherit;">9. Joining Up Online &amp; Offline Channels Data</p> <p style="border: 0px; font-weight: inherit; font-style: inherit; vertical-align: baseline; font-variant: inherit;">10. Marketing Automation - Best Practices &amp; Implementation</p> <p style="border: 0px; font-weight: inherit; font-style: inherit; vertical-align: baseline; font-variant: inherit;">11. Mobile Marketing</p> <p style="border: 0px; font-weight: inherit; font-style: inherit; vertical-align: baseline; font-variant: inherit;">12. Online Advertising - Retargeting, Exchanges &amp; Social Advertising</p> <p style="border: 0px; font-weight: inherit; font-style: inherit; vertical-align: baseline; font-variant: inherit;">13. Real-Time Brand Marketing - Using Data &amp; Technology To Drive Brand Impact</p> <p style="border: 0px; font-weight: inherit; font-style: inherit; vertical-align: baseline; font-variant: inherit;">14. Social Media Measurement &amp; Optimisation</p> <p style="border: 0px; font-weight: inherit; font-style: inherit; vertical-align: baseline; font-variant: inherit;"><strong style="border: 0px; font-style: inherit; font-variant: inherit; vertical-align: baseline;"><strong style="border: 0px; font-style: inherit; font-variant: inherit; vertical-align: baseline;">&gt;&gt;</strong> <strong style="border: 0px; font-style: inherit; font-variant: inherit; vertical-align: baseline;">View past Digital Cream event photos (source: facebook page)</strong><br></strong></p> <p style="border: 0px; font-weight: inherit; font-style: inherit; vertical-align: baseline; font-variant: inherit;"><a href="https://www.facebook.com/pg/Econsultancy/photos/?tab=album&amp;album_id=10153875617599327" target="_blank">Digital Cream Sydney 2016</a>, <a style="border: 0px; font-weight: inherit; font-style: inherit; vertical-align: baseline; color: #004dcc; font-variant: inherit;" href="https://www.facebook.com/media/set/?set=a.10153214103704327.1073741876.90732954326&amp;type=3" target="_blank">Digital Cream Singapore 2015</a>, <a style="border: 0px; font-weight: inherit; font-style: inherit; vertical-align: baseline; color: #004dcc; font-variant: inherit;" href="https://www.facebook.com/media/set/?set=a.10153124439974327.1073741873.90732954326&amp;type=3" target="_blank">Digital Cream Sydney 2015</a>, <a style="border: 0px; font-weight: inherit; font-style: inherit; vertical-align: baseline; color: #004dcc; font-variant: inherit;" href="https://www.facebook.com/media/set/?set=a.10152276242849327.1073741856.90732954326&amp;type=3" target="_blank">Digital Cream Melbourne 2014</a> and <a style="border: 0px; font-weight: inherit; font-style: inherit; vertical-align: baseline; color: #004dcc; font-variant: inherit;" href="https://www.facebook.com/media/set/?set=a.10152209218799327.1073741854.90732954326&amp;type=3" target="_blank">Digital Cream Hong Kong 2014</a></p> tag:econsultancy.com,2008:BlogPost/69230 2017-07-06T14:15:06+01:00 2017-07-06T14:15:06+01:00 After years of resistance, Nike gives in to Amazon Patricio Robles <h3>The back story</h3> <p>For years, Nike refused to sell its products directly on Amazon. As the Wall Street Journal <a href="https://www.wsj.com/articles/how-nike-resisted-amazons-dominance-for-years-and-finally-capitulated-1498662435">explains</a>, Nike has long believed that its powerhouse brand, one of the strongest and most recognizable in the world, meant it didn't have to sell through third-party distribution channels unless they agreed to Nike's demands.</p> <p>These demands were designed, among other things, to allow Nike to maintain its pricing power and control the way its products were displayed to consumers.</p> <p>When it came to Amazon, Nike executives were concerned that Amazon didn't give it enough control and the ecommerce giant's site didn't do its brand justice, so it didn't follow the lead of competitors like Adidas and Under Armour, which were more eager to tap into Amazon's platform to grow their online sales.</p> <p>Interestingly, that hasn't stopped Nike products from becoming the most-purchased apparel brand on Amazon. How? Third-party sellers, which acquire Nike products through a variety of sources, including distributors, discount retailers and even Nike's own Nike.com.</p> <p>Third parties are legally allowed to resell products that they purchase, and in the wake of the bankruptcy of brick-and-mortar retailer Sports Authority, which flooded the market with some $400m worth of liquidated merchandise including Nike products, third-party sales of Nike products on Amazon have boomed.</p> <h3>The deal</h3> <p>Frustrated with the third-party sales and Amazon's policing of counterfeits, and recognizing that the retail market has changed, Nike apparently concluded that the time was right to strike a deal with the online retail giant.</p> <p>Under the agreement, Nike will sell a "small amount" of its products to Amazon. In exchange, Amazon will prevent third-party sellers from selling those products on its site. Already, Amazon has started informing third-party sellers that they have a limited time to sell their remaining stock of Nike products before the restrictions go into place.</p> <p>According to a Wall Street Journal source, "the agreement is likely just the first step in a broader partnership, although Nike remains concerned about how its products will look on the site."</p> <h3>What's next?</h3> <p>While it remains to be seen just how smoothly the relationship between Amazon and Nike develops, it would appear that Nike's decision to relent and allow Amazon to sell its products is one that cannot realistically be reversed. This is meaningful for a number of reasons.</p> <p>First, it is arguably a capitulation to Amazon on the part of one of the world's most iconic brands. If anyone needed more evidence of Amazon's ascendance, this is it. To repeat: one of the world's most powerful and valuable consumer brands, despite its long-standing concerns, felt it could no longer avoid giving in to Amazon.</p> <p>Second, the Amazon-Nike deal demonstrates just how important third-party sales are to Amazon's business. Not only do they account for $6bn – a quarter – of the company's top line revenue, they are clearly a source of incredible leverage for Amazon. Here, the only apparent way for Nike to get Amazon to stop permitting third-party sellers from selling its products was to agree to sell its products to Amazon.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">Powerful distributors win. (Remember this next time someone quotes the "content is king" or "brand is king" lines.) <a href="https://t.co/29CJHauAKq">https://t.co/29CJHauAKq</a></p> — Shira Ovide (@ShiraOvide) <a href="https://twitter.com/ShiraOvide/status/880136014366482432">June 28, 2017</a> </blockquote> <p>Finally, while the sports brand stands to profit from selling directly to Amazon, there is plenty of risk involved for Nike. After all, it's giving up a lot of control over the customer experience for the most prominent ecommerce channel and Amazon, which is itself creating private label apparel brands, will no doubt be looking closely at the data from Nike sales on its site.</p> <p>While the Nike brand will no doubt remain one of the most valuable in the world for years to come, make no mistake about it: Nike's deal with Amazon marks a major turning point in the retail upheaval that is taking place.</p> tag:econsultancy.com,2008:Report/4531 2017-06-30T14:00:00+01:00 2017-06-30T14:00:00+01:00 Building a Digital Culture <p>Building a Digital Culture is a Best Practice Guide providing you with tips and information on how to embed a digital culture in order to compete in a fast-paced, digitised and customer-centric world. We draw on a range of survey data, case studies and interviews with leading industry figures to explore what it means to have a digital culture and how executives can go about getting the rest of the company on board.</p> <h3>What you'll learn</h3> <ul> <li>How serving customer experience is a catalyst for organisational change</li> <li>How a digital culture takes shape </li> <li>Who's who in a digital culture </li> <li>Culture as a foundation for growth and innovation</li> </ul> tag:econsultancy.com,2008:BlogPost/69130 2017-06-27T09:43:00+01:00 2017-06-27T09:43:00+01:00 A day in the life of... director of digital at a creative & marketing agency Ben Davis <p>Right, on with the questions...</p> <h3>Econsultancy: Please describe your job: what do you do?</h3> <p><em>Adam Edwards:</em> I’m Director of Digital at <a href="http://www.smswmedia.com">SMSW Media</a>, a creative agency based in Surrey. I build (and constantly refine!) integrated digital strategies for clients. Working closely with the digital team, I oversee the creation and delivery of content, campaigns and advanced advertising.</p> <p>It’s fair to say the agency has a uniquely specialised side. We do a lot of work with international franchise partners of Western retail brands, including Steve Madden, ALDO, Gap, M&amp;S and many others. It’s our job to help clients be as relevant as possible in foreign markets while staying true to brand identity and building brand awareness. </p> <p>With digital such an incredibly fast-moving industry, keeping up with the pace of change (or trying my very best to!) – and understanding how to capitalise most effectively on the latest tech developments - is another really important part of my role. </p> <h3>E: Whereabouts do you sit within the organisation? Who do you report to?</h3> <p><em>AE:</em> I report into our MD and the digital team report into me. </p> <p>We try to keep the hierarchy flat to make sure everyone can speak openly about what they know and think. There’s so much information to consume on a daily basis and effectively, everyone holds a different piece of the puzzle. We only become experts when we all put our heads together.</p> <p><img src="https://assets.econsultancy.com/images/0008/6442/aded.jpg" alt="adam edwards" width="450"></p> <h3>E: What kind of skills do you need to be effective in your role?</h3> <p><em>AE: </em>I describe my job as the perfect blend between creativity and data discovery/interpretation. Fortunately, I love both sides.</p> <p>My inner nerd comes into its own on the advertising and analytics side of things. The data insights offered by digital now are unbelievably in-depth, and I spend a lot of time crunching numbers and creating reports so we can continuously push performance. </p> <p>Being able to flick between different modes is also important. My job covers the whole digital spectrum, so it might be video production one minute, knee-deep in data analysis the next, talking creative campaign ideas after that, then running a training webinar an hour later. Being adaptable makes sure things flow smoothly.  </p> <p>I also rely heavily on FOMO - because knowledge is power. As an agency we’ve got an insatiable desire to get ahead and stay ahead, and a complete aversion to missing out while others are taking note. I have a rule that our clients are under no circumstances ever allowed to tell us a digital development that we didn’t already know about. </p> <p>Finally, I need to be firm in my beliefs and not afraid to tell clients they’re wrong. Too often, I see them inclined to use opinion over data, knee jerk and jump on <a href="https://econsultancy.com/blog/68670-digital-fallacies-we-should-forget-in-2017/">bandwagons</a> (the kind that break down after half a mile). </p> <h3>E: Tell us about a typical working day </h3> <p><em>AE:</em> My day usually begins before I’ve even reached my desk. Working with clients all over the world means ‘office hours’ is a very fluid concept. By the time I get in, our clients to the East already have a couple of hours on me. When I go to sleep our clients to the West are still busy working away. There’s almost always a good few emails, voicemails etc. waiting for me when I arrive. </p> <p>Once these are dealt with, I grab a coffee and dive into the analytics, looking through the metrics for our clients and for SMSW Media’s own digital marketing. I tend to also do the same in the evening and at weekends, especially when advertising is linked to ecommerce.  </p> <p>I then have a catch up with the team and we work out our priorities for the day. </p> <p>Afterwards, I roughly plan my day out and very quickly realise it was a pointless exercise. I’ll spend the rest of my day not doing anything in the order I expected, and jumping between clients, projects and tasks. I actually prefer things this way - it keeps me on my toes! </p> <p>Although my daily routine is far from set in stone, I always make time to browse my go-to digital blogs, websites and social media channels. </p> <h3>E: What do you love about your job? What sucks?</h3> <p><em>AE:</em> The best part of the job is creating. Whether it’s campaigns or ideas for advertising, getting creative and developing strategies is what I enjoy the most. The hard part is executing it well, then nervously checking the data to see if it’s all going to plan. </p> <p>Another great thing about working in digital is how instantly you have access to performance data and can respond to it. </p> <p>One thing that definitely sucks is fighting against people’s fixation with <a href="https://econsultancy.com/blog/66434-vanity-versus-sanity-metrics-in-conversion-optimisation/">vanity metrics</a>; it’s a real progress killer. The result is that clients often want to over-invest in the wrong areas and under invest in the areas that could get them much better results. </p> <p>It also sucks that our calendars sometimes clash with our clients’. I’ve been known to spend Christmas morning editing ad sets for a Saudi client, and often get calls from the Middle East at 6.30am on a Sunday morning when they are just starting their working week (luckily I have kids so I’m usually up anyway!). </p> <h3>E: What kind of goals do you have? What are the most useful metrics and KPIs for measuring success? </h3> <p><em>AE:</em> I only really care about getting the attention of the target markets and selling to them. </p> <p>Our goals and KPIs are normally ROI/ROMI or set around the ‘cost per…’ outcomes; it all depends on the campaign objective. For example, with ecommerce ads, we’re most interested in cost per purchase, cost per add to basket etc. </p> <p>The advances in Facebook reporting in the past few months has been very exciting and have meant that at last we’re able to show our clients traditional ROI (i.e. revenue increase). For us, Facebook is the absolute king of finding and converting new customers.   </p> <p>In-depth reporting and performance analysis are a hugely important part of what we do too. With much of our work being social media focused, we have developed a bespoke formula for assessing the performance of content. It takes into account the various ways someone can engage with content, and ranks it accordingly. </p> <h3>E: What are your favourite tools to help you to get the job done?</h3> <p><em>AE:</em> I spend a lot of time using <a href="https://econsultancy.com/training/courses/google-analytics/">Google Analytics</a>; it’s an incredibly valuable tool for us.  </p> <p>We use Sprout Social to help with social analytics, but we also need to export each social platforms insights docs to get access to the whole suite of metrics. </p> <p>On a daily basis, we use our own custom reports in Facebook’s advertising manager to give us the most up to date information and keep track of all activity in real time.</p> <p>We’ve also just switched over from Basecamp to Trello for <a href="https://econsultancy.com/blog/68759-content-planning-doesn-t-need-hundreds-of-different-tools/">organising our workloads,</a> and so far I’m loving it!</p> <p><img src="https://assets.econsultancy.com/images/0008/3536/trello.jpg" alt="trello" width="600"></p> <p><em>Trello</em></p> <h3>E: How did you get started in the digital industry in the Middle East, and where might you go from here?</h3> <p><em>AE:</em> We were in at the deep end with our first Middle Eastern project and tasked with launching a groundbreaking online fashion magazine for a global franchise retailer based in Saudi Arabia. Our work spanned every aspect of the entire project, from designing and developing the website to devising a content and advertising strategy, and even hiring and training a Saudi-based editorial team. </p> <p>Following the project’s success, we were asked to manage the social media channels for some of their biggest brands to increase brand awareness, footfall and sales. </p> <p>After working on the accounts for a year or so and seeing some great results, other brands and franchise owners began asking us to take over some of their pages. It has continued to snowball from then on. </p> <p>Having developed such a niche skill set working with fashion retail brands in foreign markets, we’d love to do more of this going forward. At the same time though, digital has the potential to transform any company of any size – so we’re busy working with smaller brands in the UK too and really excited to do more of this in the future. </p> <h3>E: Which brands do you most admire in your regions?</h3> <p><em>AE:</em> To be honest, the vast majority of Middle Eastern brands are still slightly behind the curve digitally (some still don’t even have ecommerce), meaning we’re able to help our clients be genuinely trailblazing in the market.</p> <p>One brand doing some really cool things at the moment though is Ted Baker. Its innovative integrated campaigns regularly make it into our monthly campaign review. </p> <h3>E: Do you have any advice for people who want to work in global social media &amp; content?</h3> <p>Four things: </p> <p>1. Spend half an hour every day, without fail, keeping track of digital news and developments and seeing what competitors are doing. You’ll never be able to know and understand it all – so make sure you tailor what you read to your area of interest and get good at spotting the important stuff. </p> <p>2. Forget your opinion unless it’s backed up by data. Data is the magic ingredient behind all the best digital strategies and it connects the work you do to the results you want. </p> <p>3. Really get to know the regions you’re working in, inside out. It may sound basic but this is so important and so often neglected. A one-size-fits-all mentality is the quickest way to become irrelevant to an audience. On the other hand, content tailored to them is the best possible way to build a great reputation. Use social listening, join Facebook groups, read local blogs, connect with influencers.</p> <p>4. Don’t hang about. In terms of global social media, it’s all about spotting the opportunities and reacting to them quickly. Very few big brands do this well but those that do reap big rewards. </p> tag:econsultancy.com,2008:BlogPost/69185 2017-06-20T15:24:00+01:00 2017-06-20T15:24:00+01:00 Low cost IoT will redefine the consumer purchase path Karl Havard <p>There's two main factors, which are driving this change:</p> <ul> <li>The cost of Internet of Things (IoT) sensors is dropping faster than predicted.</li> <li>The form factor that IoT sensors can take is now flexible and adaptable.</li> </ul> <h3>The cost</h3> <p>In 2014, Goldman Sachs researched the cost of IoT sensors to predict the level at which even the simplest of things would become connected. i.e. when the internet would tip the existing balance towards the 'Physical Web'.</p> <p>As you can see, three years ago they predicted the cost of a sensor would be around the $0.50 mark today; a modest drop from the actual sensor cost at the time the report was published. It's right to highlight that the cost does depend upon a number of sensor criteria, including battery life, chosen communications protocol, memory size, scale of production and what is being 'sensed' from location through movement, weight, light, sound and even air quality detection. </p> <p> <img src="https://assets.econsultancy.com/images/resized/0008/6869/atlas_bjsmcfal_2x-blog-flyer.png" alt="Goldman Sachs Cost of IoT Sensor Forecast" width="470" height="264"></p> <p>But since this forecast, and like a lot of other forecasts, it has proven not to be as accurate as originally thought. Technology and the ability to produce such sensors has moved forward dramatically and we are now seeing the costs drop a lot quicker than expected.</p> <p>For the simplest of things, sensors can now be produced for &lt;$0.10 and this is dropping further. This is a price point that means even the most basic of 'things' can become connected. However, we must keep in mind that because technology now allows us to create smart products, we must ensure, from a customer experience (CX) perspective, they have to serve a purpose and offer value to the person using them.</p> <h3>Form factor</h3> <p>The other element to compliment the low cost is the physical form a sensor can now take. The restriction of rigid and chunky printed circuit boards has gone, and IoT sensors can now be printed on very thin, flexible and transparent substrate.</p> <p>Yes, printed; batteries, memory, comm's etc. Because of this and the low cost, we can now imagine (or soon, experience) a world where a simple label on a consumer product can become smart.</p> <p><img src="https://assets.econsultancy.com/images/0008/6901/printed_circuit_boards.jpg" alt="printed sensor" width="470" height="417"></p> <p><em>A printed sensor</em></p> <p>By the way, this is not some futurist talk and PowerPoint slide from a conference. This is based upon practical prototyping across a number of active projects from coffee cups, bottles, nappies, packaging....even bras! The <a href="https://econsultancy.com/blog/64723-10-implications-of-amazonfresh-and-amazon-dash/">Amazon Dash button</a> has become obsolete already (but Amazon knows this). However, as exciting (or not) as a connected thing sounds, the impact of this is far reaching, and will potentially catch many businesses on the back foot. This is not just about the 'physical'.</p> <h3>Key Considerations</h3> <p>The physical smart product or package is just the enabler. It records and transmits data, which, of course, needs storing and securing somewhere. Such data (and it's real-time) needs to serve a purpose to both the consumer and the business. It has to offer tangible benefit, easy to visualise, interact with and be integrated with other systems that support the connected consumer eco-system.</p> <p><strong>For the consumer</strong>, however, the value should offer one or more from the list below:</p> <ul> <li>Give people time back - remove unnecessary mundane tasks. why should I have to write lists or pick my favourites?</li> <li>Offer true convenience - make life easier. I no longer want to queue, I'd rather brands queue up to serve me.</li> <li>Ensure the control lies with the consumer - the ability to opt in and opt out. My data must be protected and I give the brand permission to use it to benefit me.</li> <li>Offer real personalisation - that is unique to each consumer. I'll give the brand the 15 minute delivery slot, and want my products tailored to my needs, on my terms.</li> </ul> <p>And this is where the <a title="ZMOT" href="https://www.thinkwithgoogle.com/marketing-resources/2012-zmot-handbook/">Zero Moment of Truth</a>, <a title="McKinsey Loyalty Loop" href="http://www.mckinsey.com/business-functions/marketing-and-sales/our-insights/the-consumer-decision-journey">The Loyalty Loop</a> and the path to purchase will change. M2M (machine-to-machine) communications, will make it a seamless customer experience to repurchase. It <em>could</em> happen automatically. It is technically feasibly for IoT sensors to communicate with Amazon Alexa or Google Home, for automated 'add to shopping basket'.</p> <p><strong>For the consumer goods company and retailer</strong>, the implications are significant:</p> <ul> <li>Product sales to subscription services - is the business geared up to be able to serve the consumer in this way? I'll subscribe to beer, and it's the job of my chosen brand to keep my fridge stocked up.</li> <li>Supply chain and fulfilment - the data is now there to 'light up' the supply chain in real-time. The ability to manage this based upon consumer demand.</li> <li>Systems &amp; infrastructure - does the business have the necessary systems in place to manage the personal data effectively? Is this the time to migrate to the Cloud and dump those legacy, on premise systems?</li> <li>Cyber security &amp; GDPR - is the business ready for the legislation that kicks in in less than 12 months time? Is it geared up to cater for a cyber attack?</li> <li>Business design - existing operating models will need to change.</li> <li>People, culture &amp; expertise - does the business have the mindset, skills and environment to adapt and adopt to this change?</li> <li>Consumer research and product trials - this just got a whole lot easier and more accurate. Real-time, action based data on adoption and usage can inform development decisions and provide significant cost savings.</li> </ul> <p>The Law of Disruption shows that technology is the outright leader in driving change, which is then followed by social and business change. Not all technology has the subsequent knock on affect, however, in this instance, I think we will see its impact...and not too far into the future either.</p> <p><img src="https://assets.econsultancy.com/images/resized/0008/6889/law_of_disruption-blog-flyer.jpg" alt="The Law of Disruption" width="470" height="353"></p> <p><em><strong>For more on IoT, read:</strong></em></p> <ul> <li><a href="https://econsultancy.com/reports/a-marketer-s-guide-to-the-internet-of-things/">A marketer's guide to the internet of things</a></li> <li><a href="https://econsultancy.com/blog/68878-10-examples-of-the-internet-of-things-in-healthcare/">10 examples of the internet of things in heathcare</a></li> <li><a href="https://econsultancy.com/blog/68612-how-the-internet-of-things-will-fundamentally-change-marketing/">How the internet of things will fundamentally change marketing</a></li> </ul> <p><em><strong>And if you're interested in talking all things customer experience, check out this year's <a href="https://goo.gl/nJMlTI">Festival of Marketing</a> in London.</strong></em></p> tag:econsultancy.com,2008:WebinarEvent/883 2017-06-15T11:23:29+01:00 2017-06-15T11:23:29+01:00 Digital Transformation - The Future of HR <p>This webinar will highlight results from Econsultancy's brand new research, <a href="https://econsultancy.com/reports/the-future-of-hr-in-the-digital-age" target="_blank">The Future of HR in the Digital Age</a>.</p> <p>The live session will be hosted by <strong>Jeff Rajeck, Research Analyst, APAC at Econsultancy</strong> and <strong>Damien Cummings, CEO at Peoplewave</strong>.</p> <h4>Webinar done in collaboration with:  <a href="https://www.ntuc.org.sg/uassociate/" target="_blank"><img src="https://www.ntuc.org.sg/uassociate/images/logo.png" alt="NTUC (U Associate)" width="341" height="101"></a> </h4> <p><strong>FAQ:</strong></p> <p><strong>I'm not an Econsultancy subscriber, can I join?</strong></p> <p>Ans: You sure can. The sessions are complimentary for existing customers and new friends.</p> <p><strong>Will the session be recorded?</strong></p> <p>Ans: Yes! We record all of our webinars, and we'll send out a link to the recording the following week.</p> <p><strong>What if I register but can't make it?</strong></p> <p>Ans: It's all good. We'll send a follow-up with key takeaways and a link to the recording.</p> <p><strong>Can I ask questions?</strong></p> <p>Ans: Absolutely! This session is for you. Bring your questions and participate during Q&amp;A.</p> tag:econsultancy.com,2008:BlogPost/69148 2017-06-09T15:42:04+01:00 2017-06-09T15:42:04+01:00 In-house agency versus on-site agency: Weighing the pros and cons Patricio Robles <p>Here's a look at the advantages and disadvantages of in-house agencies and on-site agencies.</p> <h3>Benefits of in-house agencies</h3> <h4><img src="https://assets.econsultancy.com/images/resized/0004/2792/tick-blog-third.jpg" alt="tick" width="100"></h4> <h4>Total integration is possible</h4> <p>When a brand builds its own in-house agency, it has the opportunity to align the capabilities of the agency to its needs in a way that is not possible with an external agency. In-house agency staff is truly a part of the brand and thus there is an opportunity to truly ensure that the agency culture and processes are matched with the culture and processes of the overall company. </p> <p>This is ultimately the biggest selling point of a brand's own in-house agency.</p> <h4>Talent is owned, not rented</h4> <p>An in-house agency is an investment that produces an asset a brand owns. Given the ever-increasing importance of marketing, particularly digital marketing, to brands, this is likely one investment that has the potential to deliver a significant future return.</p> <h3>Disadvantages of in-house agencies</h3> <p><img src="https://assets.econsultancy.com/images/resized/0004/2791/cross-blog-third.png" alt="cross" width="100" height="100"></p> <h4>It can be harder to recruit and retain talent</h4> <p>When it comes to recruiting and retaining talent, particularly digital talent, brands are likely to find that they're often at a disadvantage over agencies for a variety of reasons. For example, many individuals who want to build careers in marketing prefer agencies, believing that they'll be more challenged and have greater opportunities to grow.</p> <h4>Cutting-edge knowledge and tools can be lacking</h4> <p>While brands are capable of building internal teams that are savvy and have access to sophisticated marketing tools, there are a number of reasons that in-house agencies often lack the resources of external agencies.</p> <p>One of the biggest: lack of exposure. Because external agencies work with multiple brands, they are in many cases more likely to be up-to-speed with the latest industry developments and tools, giving them an ability to spot opportunities to bring these to other brands they work with.</p> <p>Agencies are also more likely to have close relationships with third-parties, such as adtech firms. For small and mid-sized brands especially, the agency's relationships could be a boon.</p> <h4>In-house agencies can become insular</h4> <p>One of the biggest risks of setting up an in-house agency is that it will become insular.</p> <p>The <a href="https://www.nytimes.com/2017/04/05/business/kendall-jenner-pepsi-ad.html?mcubz=2&amp;_r=0">recent Pepsi protest commercial flub</a>, which thoroughly embarrassed its new high-profile spokesperson, Kylie Jenner, is seen as some as an example of the shortcomings of in-house agencies. "It's a case study reminder of the importance of looking at outside voices and opinions on what your creative is," Matthew Quint, director of the Center on Global Brand Leadership at the Columbia Business School, <a href="http://www.thedrum.com/news/2017/04/05/the-spectacular-implosion-pepsi-s-house-kendall-jenner-ad-could-mark-win-agencies">told</a> The Drum.</p> <p>Obviously, brands don't need to hire external agencies to access outside voices and opinions, but for better or worse these are often the place brands turn to to get these.</p> <h3>Benefits of on-site agencies</h3> <h4><img src="https://assets.econsultancy.com/images/resized/0004/2792/tick-blog-third.jpg" alt="tick" width="100"></h4> <h4>They can offer some of the best of both worlds</h4> <p>On-site agencies offer a middle ground between external agencies and in-house agencies. They give clients access to the kind of skill, experience and knowledge they value highly in external agencies, but the individuals who have that skill, experience and knowledge are also embedded in the client organization, enabling them, in theory, to better understand their clients' needs and apply their talents accordingly.</p> <h4>It's easier to build a quality team, and quickly</h4> <p>On-site agencies benefit from their parent agencies' talent pool, which they can pull from to assemble high-quality teams and in a much faster manner than clients typically can on their own.</p> <p>Because recruiting talent, particularly across disciplines, is one of the most challenging parts of building an in-house agency, this is arguably one of the on-site agency's biggest selling points.</p> <h4>There is greater flexibility</h4> <p>One of the biggest benefits of an on-site agency is that clients have a much higher level of flexibility in all aspects of the arrangement and operation. For example, it's easier to change the composition of an on-site agency or negotiate the ability to scale up or down staffing levels as needs change.</p> <p>This flexibility can help clients take advantage of short-term opportunities that would be harder to capitalize on if factors such as long-term costs and recruitment lead-times were taken into account.</p> <h4>Productivity is said to be high</h4> <p><a href="http://adage.com/article/agency-news/agencies-set-shop-inside-clients-offices/309161/">According to</a> Simon Martin, founder and CEO of Oliver Group, which operates a number of on-site agencies, claims "we typically save 30% against a traditional agency." A big part of that cost savings is said to be the result of higher productivity, which comes from having skilled agency staff embedded on-site with a client.</p> <h3>Disadvantages of on-site agencies</h3> <p><img src="https://assets.econsultancy.com/images/resized/0004/2791/cross-blog-third.png" alt="cross" width="100" height="100"></p> <h4>The agency is rented, not owned</h4> <p>An on-site agency is like an apartment that is rented. In some circumstances, renting makes more sense than owning, but the long-term drawbacks are significant in this case. When a brand chooses to go the on-site agency route, it is not only spending money on something it will never own, it is also helping build the knowledge and skill of an external agency's staff – staff it is eventually likely to lose one way or another.</p> <h4>Mileage may vary</h4> <p>The potential benefits of an on-site agency aren't guaranteed to be realized. There are any number of reasons that an on-site agency won't live up to expectations. These range from poor parent agency-client fit to a brand's inability to successfully integrate the on-site agency into its operations.</p> <h4>External vendor risk still exists</h4> <p>While having an external agency's staff on-site mitigates some of the risk associated with an external vendor, there's still external vendor risk. For instance, a client is still dependent on the parent agency's ability to recruit and retain staff, maintain its financial health, etc. </p> <h3>So which one is right?</h3> <p>Is the on-site agency a superior alternative to building an in-house agency? Surprise: there's no clear-cut yes or no answer because success largely depends on how well a brand is able to work with either.</p> <p>On one hand, setting up an in-house agency is no small undertaking for many brands but the potential rewards are significant for brands with patience, a willingness to invest and access to talent.</p> <p>On the other hand, a brand's ability to take advantage of the on-site agency model will depend heavily on its willingness and ability to truly integrate the on-site agency into its organization, not to treat it as an external organization that just happens to be physically located on-site.</p> <p>Ultimately, before deciding on an agency strategy, brands need to thoroughly assess their capabilities, and do so honestly.</p> <p><em><strong>Further reading:</strong></em></p> <ul> <li><a href="https://econsultancy.com/blog/68942-why-systems-and-empathy-is-the-future-for-agencies/">Why systems and empathy is the future of agencies</a></li> <li><a href="https://econsultancy.com/blog/66223-with-a-blank-sheet-what-organisational-structure-would-you-choose-for-marketing-and-digital/">With a blank sheet, what organisational structure would you choose for marketing and digital?</a></li> </ul> tag:econsultancy.com,2008:BlogPost/69136 2017-06-06T09:57:00+01:00 2017-06-06T09:57:00+01:00 Six emerging retailers with effective strategies Ben Davis <h3>Chewy.com - 'Zappos on steroids'</h3> <p>CEO Ryan Cohen has reportedly described Chewy.com as "Zappos on steroids".</p> <p>The online only pet food retailer operates a 365-day 24/7 help service and offers hassle-free returns. <a href="https://www.forbes.com/sites/susanadams/2017/01/10/the-man-who-found-gold-in-dog-food/#1dc0f4473095">Forbes reported</a> in January 2017 that Chewy employed '416 of its 3,400 staffers to answer phones and texts in round-the-clock shifts'.</p> <p>But its commitment to customer love is most impressive when you look beyond the numbers at how Chewy treats its customers.</p> <p>Those few that receive a mistaken or damaged order are told they are welcome to donate the order to a local animal shelter and Chewy will send a new order straight away.</p> <p>Pet owners receive birthday cards, and even flowers and a message of condolence when they die. In 2016, Forbes tells us, Chewy mailed two million handwritten holiday cards, costing the company '$940,000 in postage alone'.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr"><a href="https://twitter.com/Chewy">@Chewy</a> I dunno who Tee is but can you let them know her note earned our pup's business AND he told our cats about you! <a href="https://t.co/8G0VRZ7CWt">pic.twitter.com/8G0VRZ7CWt</a></p> — Jared Ell (@MrJaredEll) <a href="https://twitter.com/MrJaredEll/status/870061217498484736">31 May 2017</a> </blockquote> <p>The retailer offers free 1-2 day shipping on orders over $49, enabled by three distribution centres (with another three in construction). There's also an autoship option offering a discount on regular, scheduled deliveries</p> <p>Autoship</p> <p><img src="https://assets.econsultancy.com/images/0008/6483/service.jpg" alt="chewy.com" width="615"></p> <p><em>Chewy's customer service commitment</em></p> <p><img src="https://assets.econsultancy.com/images/0008/6484/autoship.jpg" alt="autoship chewy" width="450"></p> <p><em>Chewy.com autoship</em></p> <p>Given Chewy's success ($900m revenue in 2016, it's fifth year in operation), it's no surprise that this week PetSmart has bought the company in a deal worth $3.35 billion. Chewy will now operate as an independent subsidiary of PetSmart, with the more traditional retailer hoping to learn lots about operating online. Customers will hope Chewy's unique service isn't compromised.</p> <p>In 2016, Chewy overtook Amazon, taking 48% of the online market compared to Amazon's 40% and PetSmart's 2% (according to 1010Data). However, just like Amazon until a couple of years ago, Chewy is reportedly not profitable yet, due to the money it spends on acquiring new customers.</p> <p>Forbes spoke to an industry insider and report that 'Chewy's customer-acquisition cost could run as high as $200 per first sale, given that the company pays to appear at the top of Google searches for each of the hundreds of brands it carries.'</p> <p>Of course, spending lots of money to build your audience is a common theme in ecommerce. If Chewy's customer service continues to delight, the retailer has a better chance of retaining its customers and making a big profit.</p> <h3>UNTUCKit - 'brotailing'</h3> <p>UNTUCKit began selling shirts designed and tailored to be untucked. Its effective strategy is what Bloomberg has called '<a href="https://www.bloomberg.com/news/articles/2016-03-17/brotailers-are-redefining-how-guys-buy-clothes">brotailing</a>', elegantly describing the retailer as more of 'a mirror than an ideal'.</p> <p>What does that mean in practice? Well, they sell primarily one product, originally only online, and use a sophisticated mix of marketing to target a demographic familiar with the problems that this product solves (looking crap in an untucked shirt, and crap in a tucked-in shirt).</p> <p>This marketing mix includes radio advertising (e.g. on Howard Stern's show), print placements in US Airway's in-flight magazine, display ads on relevant online publications (e.g. male outdoor lifestyle), social advertising and retargeting.</p> <p>Like many ecommerce startups, the watch words are quality and focus.</p> <p><img src="https://assets.econsultancy.com/images/0008/6488/untuck.jpg" alt="untuckit" width="615" height="335"></p> <p>What's really interesting is the way UNTUCKit has expanded into high street retail. Its first store, in New York, opened in 2015, and is now one of eight in total across the US.</p> <p>As you can see from the image below, the same focus seen online has been brought to to the high street, with a curated feel that allows for intimacy and dialogue with the customer.</p> <p>A perfect example of brotailing can seen on the store finder of UNTUCKit's website, where each store location also provides you with a neighbourhood guide detailing local restaurants and bars that are worth a look.</p> <p><img src="https://assets.econsultancy.com/images/0008/6489/untuck_store.jpg" alt="untuckitstore" width="615"></p> <h3>Trendyol - data-led assortment</h3> <p>Trendyol is Turkey's largest online fashion retailer, selling 20m items a year, with 70% of all women in Turkey having used the site. It's a big website reminiscent of other pureplays in its use of timed offers and 24-hour shipping.</p> <p>What make Trendyol interesting is its mix of its own private labels alongside big brands. For its private labels, Trendyol claims to have 1,000 suppliers within 50km radius of its HQ, and can use this proximity to factories and material sources, with advanced supply chain technology, to test new products and then rapidly scale up if they prove a hit.</p> <p><img src="https://assets.econsultancy.com/images/0008/6498/trendyol.jpg" alt="trendyol" width="615" height="337"></p> <p><em>Trendyol</em></p> <p>Demet Mutlu, Trnedyol's young founder, <a href="https://www.businessoffashion.com/articles/global-currents/armed-with-popular-apps-resellers-stir-up-the-middle-east-market">tells Business of Fashion</a> that "We can move from concept to design to manufacture to sale in just one week.” That means thousands of styles<a href="https://econsultancy.com/blog/68525-how-birchbox-and-trendyol-approach-data-and-personalisation/"> can be tested daily</a>, and Trendyol can offer fast fashion prices much lower than some high street brands such as Zara.</p> <p>The result is that private labels represent 38% of Trendyol's revenue and the site has garnered a big reputation across Eastern Europe, Central Asia and the Middle East. Though Trendyol only ships within Turkey, resellers abound in these other regions, often promoting products on Instagram or Whatsapp. Goods can then be delivered in bulk to resellers, who will dispatch the goods on to buyers.</p> <p>Part of Trendyol's popularity in these regions is down to a marketing strategy that sees Trendyol private labels worn in Turkey's most popular soaps, broadcast in neighbouring countries, as well as tie-ups with some of Turkey's biggest fashion influencers.</p> <p>All of this means that Trendyol claims 90% of its web traffic is organic. 70% of sales come from outside major metropolitan areas, showing how Trendyol gives Turkish consumers access to a digital storefront when they lack a high street. </p> <p>Purchase reengagement, as pointed out by Mary Meeker, is phenomenal, with items purchased per shopper rising above 10 in 2016.</p> <p><img src="https://assets.econsultancy.com/images/resized/0008/6486/screen_shot_2017-06-01_at_14.40.29-blog-flyer.png" alt="purchase reengagement trendyol" width="350"></p> <h3>Glossier - from blog to ecommerce brand</h3> <p>We've <a href="https://econsultancy.com/blog/68536-how-glossier-has-used-instagram-to-create-a-cult-following/">already covered Glossier</a> on the Econsultancy blog, but here's a recap.</p> <p>Into The Gloss, ostensibly Glossier's content marketing arm, actually predates the cosmetics retailer. After creating an online magazine that, to quote my colleague Nikki Gilliland, was 'borne out of the realisation that most beauty brands were out of touch with how women interacted with make-up', the Into The Gloss team launched Glossier.</p> <p>The ecommerce company sells a limited range of skincare products that are seen as the 'holy grail' in the sector. To create this range, the company regularly canvassed its readers and social followers on topics such as brand colours and product specification.</p> <p>Social media is where the brand stands apart from much of its competition. A lot of the imagery is designed to promote the brand's aesthetic, not simply the product range.</p> <p><img src="https://assets.econsultancy.com/images/0008/1550/Glossier_flyer.JPG" alt="glossier" width="615"></p> <p>Furthermore, user generated content plays a big part in promoting Glossier. Gilliland argues that its products are 'purposely created so that consumers will want to take photographs of them. Understated and minimal, the products are lusted after for their appearance as much as they are for their practical purpose.'</p> <p>Such a strategy creates lots of demand ahead of any particular product's launch. An eyebrow gel, for example, had a waiting list of 10,000.</p> <p>Social media truly has been integral to the brand's user growth, which has topped 500% over the course of 2015 and 2016.</p> <p><img src="https://assets.econsultancy.com/images/0008/1556/Glossier_customer.JPG" alt="glossier" width="615"></p> <p><em>UGC on Instagram</em></p> <h3>MM.Lafleur - the 'anti-Amazon'</h3> <p>MM.Lafleur is the officewear retailer for women don't particularly like shopping. It was founded in 2013 and offers a personalised service. Simply fill in a form about you and your tastes, and MM.Lafleur will send a 'bento box' with 4-6 pieces in it, ranging between $100-300.</p> <p>It's not a subscription service, so there's no obligation to buy and you can request a box whenever you want. Shipping in both directions is free.</p> <p>Again, a common theme amongst the retailers on this list, attention to detail and product quality are paramount. It's MM.Lafleur's ability to find just the right items that creates loyal customers.</p> <p><img src="https://assets.econsultancy.com/images/0008/6493/Screen_Shot_2017-06-01_at_17.15.27.png" alt="mm lafleur" width="615"></p> <p>In a fairly natural move, MM.Lafleur has opened showrooms, with six locations (often in business districts) offering personal stylist appointments. Customers turn up to a customised wardrobe and personal stylist, and develop real-world relationships with the brand, perhaps drinking coffee or prosecco whilst trying on clothes.</p> <p>One of the reviews on the website says it all - "I feel like MM.Lafleur 'gets me'".</p> <h3>Allbirds - quality not quantity</h3> <p>Just two designs of training shoe, made from sustainable New Zealand wool, making them lightweight, breathable and machine washable, Allbirds have become <a href="http://uk.businessinsider.com/venture-capitalists-love-allbirds-2016-8?r=US&amp;IR=T">part of the uniform</a> for startups in Silicon Valley.</p> <p><img src="https://assets.econsultancy.com/images/0008/6491/Screen_Shot_2017-06-01_at_16.22.26.png" alt="ALLBIRDS" width="615" height="321"></p> <p>The company is committed to improving the product based on customer feedback, and Mary Meeker illustrates just how many changes have been made in the diagram below.</p> <p>To do this, Allbirds sends customers a survey to gather feedback, as well as drawing in knowledge from the customer service team.</p> <p><img src="https://assets.econsultancy.com/images/0008/6485/shoe.jpg" alt="allbird" width="615"></p> <p>Simplicity and desirability seemingly go together - Allbirds being admired for their smart versatility as a work and play shoe. It also helps that the shoes come with <a href="https://twitter.com/HenryLMcNamara/status/763012109936521216">an unboxing experience</a> that nerds everywhere will love.</p>