No. 269: Brands and Voice Commerce

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According to the Cowen Company, one in seven American consumers owns an Amazon Echo device. Additionally, ComScore notes that 50% of online searches will be voice controlled by 2020. The following is an actual sequence from earlier today.

Alexa, buy pants.

Amazon’s choice for pants is Goodthreads men’s athletic fit, five pocket chino pants. Navy, 29W x 34L. It’s $32.25 total including tax. Would you like to buy?

No thank you.

That’s all that I can find for pants right now. Check your Alexa app for more options. 

Here, Amazon recognizes my request and offers their own brand as the first option. This is a great opportunity for brands looking for a better way to reach new consumers. As consumer adoption of products like Google Home and Amazon Echo continue to accelerate, marketing officers must begin planning around voice as a retail channel. It’s common knowledge that voice assistants will directly and indirectly narrow consumer choices. This is done one of two ways: (a) by recommending goods that are promoted by a brand or (b) by recommending brands and products owned by the platform (see: Amazon’s private labels). For the sake of this argument, 2PM will focus on Amazon’s Echo. It’s a powerful tool with daily relevance in households around the country.

Amazon also debuted Echo Look, a new Alexa-powered device that the company dubs a “hands-free camera and style assistant.” The addition of a camera enables the device to record and comment on its owner’s clothing choices, using a combination of machine learning and human stylist feedback. This advice also takes the form of recommendations, which can drive revenue to Amazon Fashion, and specifically its private-label brands.

Amazon is iterating on and rolling out more features for the Echo Look, including curated content and even crowdsourced (human!) style feedback. It also created an AI algorithm for designing clothes and patented an AR mirror that lets you virtually try on clothes. The value of such a mirror was validated recently by L’Oreal’s acquisition of ModiFace, a company that produces technology that powers similar applications in beauty AR.

Amazon’s Next Conquest Will Be Apparel, Tech Crunch

Through the use of products like the Echo Lookhardware that allows users to layer visual context on top of voice commerce – consumers are becoming comfortable with Echo as a fashion consumer tool. For executives in the fashion industry, it’s an opportunity to establish an existing brand in a new channel.

Product. Establish a six month test of your brand’s products on Amazon. For young brands with tremendous brand equity this can be terrifying, but these tests are commonplace. Just three days ago, Mizzen + Main listed their retail brand’s company’s basics. In a savvy move, rather than listing the entire catalogue, they focused on the brand’s evergreen products. These are the types of products that can lead to strong SEO that will benefit the company whenever they choose to list seasonal products.

Software. Build your brand’s voice application for Echo. To build consumer connections and facilitate the path to purchase, it could be worthwhile to provide your existing consumers a familiar destination on a new platform. Not only will a branded app experience make it easier to do business with you over voice, experts say that it improves SEO on Amazon.com and through Echo’s product rankings.

Marketing. In addition to emphasizing voice SEO strategy to drive discovery, brands are also measuring voice app data to improve consumer engagement, they are enabling product sales within the branded voice apps, and they are promoting their branded voice app through earned, paid, and social media.

Brand. In 2002, BMW innovated by hiring a barely known British actor to star in a then-revolutionary online ad series called The Hire. Costarring Mickey Rourke, Adriana Lima, Don Cheadle and directed by Guy Ritchie, Ang Lee, John Woo, and Tony Scott – this was a significant investment into entertainment by the German car manufacturer. But nearly 20 years later, it’s not the visuals that consumers remember. It’s the actor’s voice.

In the late 1990s BMW noticed their profits were sliding a bit and decided to start targeting internet-savvy customers, a very forward-thinking move at the time. They asked their longtime parter Fallon Worldwide to come up with a campaign that was more than just pretty BMWs sweeping through the countryside like in the magazine and TV ads, something with a James Bond-esque hero who uses BMWs in a variety of different situations.

BMW’s The Hire Was Ahead Of The Curve And Still Has No Equal

Clive Owen starred and narrated the entire series, a project that returned in 2016 under the BMW Films umbrella. In a way, BMW’s marketers gave the brand a human voice and it was such an effective marketing tool that Clive Owen’s intonation remains eponymous to the brand.

The Hire may have been a decade ahead of its time, but it was right on time for BMW’s return to relevance. For retailers who seek to establish their equity over a new channel, remember BMW’s bet on the internet. In a time when scripted podcasts are driving millions of downloads and attracting tens of millions in advertising dollars, consider the potential relevance of a retailer who invests in making their physical goods relevant to audio-hungry consumers.

Once you have command of a new medium. commerce-efficacy is a but one step away.

Read the rest of the issue here.

 Por Web Smith y Meghan Terwilliger | About 2PM

No. 262: Next Two Years | Part Two

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The past is prologue, or so they say. While Part One (see 6-10 here) focused on the great stories of the last two years, Part Two focuses on what can happen within the next two years.

5. A 2PM “Top 50” Shopify retailer will acquire its eCommerce agency.

Somewhere a founder is saying, “Wait, we can do that?” And for a small handful, it can make sense. This simple question may persuade a top 50 retailer (see database here) to acquire their go-to eCommerce agency. There is a particular type of brand that this would make sense for. Here are the qualifiers. The digitally vertical native brand:

  • has a trusting and transparent relationship with their agency.
  • is focused on building the brand before the thought of hiring engineers
  • has founders with a non-technical background
  • is a company that does not employ an existing CTO
  • is a brand is doing $20M+ in online retail

The relationship between Glossier and Dynamo stretches back to when the beauty brand was first founded. In 2014, Dynamo took on Glossier as a client, helping to launch the brand in the U.S., developing its website and eCommerce platform and acting as what agency co-founder Bryan Mahoney called its “in-house tech department” in a post on the brand’s “Into The Gloss” blog in 2016. After helping to launch Glossier, Mahoney moved to New York to become its VP of engineering. Following the acquisition, Mahoney has been named CTO at Glossier.

Josh Kolm, Glossier Acquires Dynamo

4. Walmart will acquire another DNVB by the end of 2018.

Let’s face it, selling to Walmart is no longer a substandard exit. There’s a coolness factor at Walmart, these days. In the new commerce economy, it’s something to be proud of. Whether it is Outdoor Voices (no. 76), Eloquii (No. 42), Homage (no. 75) or Bevel (no. 79), I expect Walmart to drill down on their mission to attract more millennial consumers to the brand. These were just four of the brands that could make great sense for Marc Lore’s acquisition machine.


From Member Brief No. 5.

According to eCommerce CEO Marc Lore, Walmart continues to search for M&A opportunities that differentiate its online offering and attract millennial shoppers. He added that the company is “definitely still in acquisition mode,” and the acquiring of specialty brands can “help us get the fundamentals right” on both Walmart and Jet.com. He noted that future acquisitions will range from $50M – $300M.


3. Google wants to compete against Amazon.

Brands just want commerce to be easy for them, what’s adding one more node to the omni-channel operation. Google Shopping Action is a service by Alphabet that could be the answer to the shopping simplicity that Amazon has trademarked. Google’s understanding of the online retail consumer may be superior to Amazon’s. And this is good news for the search engine’s collective of launch partners.

[Google Shopping Action] has partnered with major retailers like Ulta Beauty, Target and Walmart by allowing them to list their products across Google search through the Google Express shopping service.

“The consumer is much more demanding,” said Daniel Alegre, President of Retail and Shopping Global at Google at ShopTalk. “In their minds they expect Google to understand the question really well and know so much more.”

Google Shopping Actions features a universal shopping cart and instant checkout with saved payment credentials across Google.com and Google Assistant. It enables one-click re-ordering, personalized recommendations and basket-building based on a customer’s purchase history and loyalty.

Daniela Forte, Multi Channel Merchant


From Member Brief No. 5.

Google to let users buy directly from search results. In what seems like somewhat of a competition with platforms like Shopify, Shopping Actions is a new Google feature which allows users to purchase items directly from search results.

  • Retailers can list their products on Google search, the Google Express shopping service, and Google Assistant on home devices and mobile.
  • Google provides a universal shopping cart across platforms
  • Shoppers can save their payment credentials and make purchases from retailers with instant checkout.
  • Google charges retailers a cost-per-sale fee.

2. Apple Pay becomes the new one-click.

The ad wasn’t well received but the technology has been. With online retail shifting from desktop to mobile, faster than ever, Apple Pay is vying to become the go-to ‘face’ for many of the growing number of vendors that are pursuing mobile-first strategies.

Here is the problem that Shopify is hoping to solve with their bet on Apple Pay for online retail:

A general manager of financial services at Shopify, told Karen Webster in a recent conversation, is that the checkout experience “is a weird three-page mess that really hasn’t evolved over the now almost three decades people have been shopping online.”

Granted, the UX has gotten a bit nicer, and some streamlining efforts have been baked in, but at its base, Hashemi noted that it’s the same bad experience: The customer has to enter their shipping data, billing data and card information “over and over again, and multiple properties.” “This is a checkout process that just desperately needs to go away,” Hashemi stated.

Pymnts.com

1. Spotify will release a hardware collaboration by the end of 2018.

Screenshot_2018_02_20_12.02.37Spotify benefits from its platform agnosticism. If you try hard enough, you can use their service on any hardware device. That doesn’t mean that they aren’t experiencing hardware drama that could stall an IPO. If you ask your Alexa to play a song, it will use the Amazon Music service by default. If you ask Siri on HomePod, it will use Apple Music. If you ask Google Home, it will default to Google Play. Needless to say, Spotify has read the writing on the wall. The streaming service is afraid of being completely cutoff from the hardware ecosystem and will likely land a hardware deal with an incumbent speaker manufacturer by the end of Q3 2018.

Spotify wouldn’t necessarily need to build its own audio equipment from the ground up. The music app could instead partner with an established speaker maker like Bose on such a product. If this were the case, Spotify would have a hardware product where its services are at the forefront instead of an afterthought. Meanwhile, its hardware partner—a company similarly being left out of the smart speaker conversation—would have an additional avenue to compete against products by Amazon, Google, and Apple.

Christina Bonnington, Slate

Lea más sobre el tema aquí.

By Web Smith | Web@2pml.com | @2PMLinks 

 

No. 254: Carta abierta a los presidentes de la DNVB

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En la foto: Outdoor Voices, dirigido por el fundador Tyler Haney.

Estimado Director General de DNVB,

Mereces más elogios. Trabajé junto a uno de los tuyos durante un tiempo. Aprendí mucho sobre los costes personales de construir un producto y luego una marca desde cero. Francamente, los costes son altos.

En el momento en que la gente sepa quién eres y lo que has conseguido, probablemente ya habrá demanda. Esos ingresos de entre 3 y 5 millones de dólares son lo más parecido a algo automático. De hecho, ese logro ha perdido su brillo. Ahora se trata de 15-25 millones de dólares. Pero la gente rara vez ve lo que has tenido que pasar para llegar a esa marca de 1 millón de dólares.

Lo que la gente no sabe es que los equipos ejecutivos de la DNVB construyen dos productos desde cero, la oferta y la demanda:

  1. El producto: la camisa, o el equipaje, los pantalones, las sombras, los abrigos, o lo que sea por lo que la gente te conoce.
  2. La marca: el aura de ese producto, el reconocimiento del nombre, la asociación, los socios entre bastidores, las portavoces, los embajadores, la inevitabilidad del éxito.

Se estresó por los problemas de la cadena de suministro. Algunas noches lloraste. Tu cofundador o tu director creativo te volvían loco porque no se daban cuenta de lo cerca que estaba la empresa de desmoronarse.

Te estresaste por los problemas de liquidez. Lloraste más. Tu trabajo era a partes iguales: (1) innovar y (2) simplemente resolverlo.

Hiciste hincapié en las dificultades de conseguir que Trent, el muy normal VC, viera pronto tu visión. Algunos caminos de DNVB fueron más fáciles que otros. Pero el tuyo no fue nada fácil. No se dio absolutamente nada. Y aun así, te mantuviste firme.

Y después de todo eso, conseguiste tu producto mínimo viable. Estabas en posesión de 10.000 unidades que la gente realmente no quería porque esas unidades no se acercaban a los productos de quinta generación que están en el mercado hoy en día. Esa primera generación de leggings simplemente no eran tan buenos. Así que confiaste en la marca para superar esos días. Conseguiste convencer a los consumidores, a los medios de comunicación especializados en tecnología y a los inversores de que tu éxito sería inevitable. Y de que tu marca existiría durante 100 años. Sintieron el impacto de esas afirmaciones y estuvieron de acuerdo contigo. Pero todos los que leen esto saben que al principio te costó mantener el espejismo.

"Puede que hoy no seamos grandes, pero lo seremos. Compren pronto".

Convertir un logotipo en un significado mayor lleva una década y había que hacerlo antes de que esas 10.000 unidades de mediocridad de primera generación te desangraran.

Así que aquí estamos, años después, y sigue siendo difícil, pero no tanto como antes. Hay docenas de directores generales de la DNVB, como usted, que entienden lo difícil que es crear oferta y demanda para su empresa. Y luego estresarse con el equilibrio entre ambos productos.

Los CEO de la DNVB dirigen marcas que son relativamente magras y casi siempre funcionan con déficit. No tienen los presupuestos publicitarios ni las fuerzas de marketing de las empresas tradicionales ni la plataforma de software. Pero sobreviven. Y una vez que haces suficiente ruido, los expertos del comercio minorista te llaman la atención por tu ineficacia e inexperiencia. Incluso te echarán la bronca. Eso es lo que hacen los "expertos" del comercio minorista. Pero sepa que muchos de nosotros alabamos lo que ha conseguido en tan poco tiempo.

Creaste tu empresa en una época que requería tu independencia minorista. Desde el primer día, tu marca no podía depender de las compras al por mayor de Nordstrom o Target o Whole Foods o Walmart. Y esa independencia te hizo más viable a largo plazo. Y ahora, esas potencias del comercio minorista están llamando a la puerta de tu sede.

Así que, por favor, sigan innovando. Y cuando estén emocional o mentalmente al límite, recuerden que sus empresas serán la base sobre la que se construya el futuro del comercio minorista. La gente os vestirá, los consumidores os comprarán y los centros comerciales harán lo imposible por trabajar con vosotros.

Y entonces, los expertos en comercio minorista escribirán a regañadientes que los éxitos de su marca eran inevitables desde el principio.

Más información sobre el tema aquí.