备忘录苹果、Stripe 和(眨眼)黑帮关系

With a new Apple partnership, Stripe just secured more power in Silicon Valley. The running joke is that any advancement by Stripe is indicative of its “mob boss” mentality, a reference to the recently viral thread by the founder of Bolt. In actuality, Stripe is showing just how much of a positive-sum mentality it’s using by building more dynamism into American retail and entrepreneurship.

Much has happened since this pre-pandemic report on “falling American dynamism,” a term that I prescribe to suggest that entrepreneurship was falling in popularity. In that report, I explained:

The more that conglomerates exist, the more we’ll see dynamism collapse. As a number of those companies begin to succumb to antitrust scrutiny, dynamism will be called upon to close the gap between the age of conglomeration and the need for new, high-growth businesses.

The idea behind that essay was that companies like Google, Facebook, and Apple were so powerful that it was beginning to make tech employment more popular than self-starting entrepreneurship. Of course, the flip side of this argument is that most businesses cannot survive without using Google, Facebook, or Apple. In the essay, I assigned special value to Jack Dorsey’s two companies, Twitter and Square (now Block), and their positive value to dynamism (word of mouth marketing and ease of transaction). Apple builds on that positive impact with its latest project and I believe that the entire fintech ecosystem will benefit along with the advancement of the end user.

In most media reports, the Apple Pay x Stripe partnership is positioned as competitive with Dorsey’s company. I’d argue that Stripe has no interest in competing with Block, a nod to the positive-sum mentality of Stripe’s founders. In fact, I can see a future where they partner with Dorsey’s hardware/ financial services. But not everyone thinks this way about Stripe.

Days after former Bolt CEO Ryan Breslow compared the company to the mob boss of the tech world (and was retweeted 1,600 times), it was announced that Stripe would be the launch partner for Apple’s upcoming Tap to Pay technology. Tap to Pay turns Apple devices into payment hardware, making credit card swipe attachments essentially unnecessary. (That’s a separate lesson for hardware companies that have built their businesses on being middlemen for Apple and payment services.) This product partnership is the result of a 2020 Apple acquisition of Mobeeweave, an NFC innovation that enabled iPhones and other devices to operate as pay terminals without additional hardware. Apple Pay’s partnership with Stripe is expected to operate with Mobeeweave’s technology.

Whether or not Apple will approach this opportunity to monopolize payments and take on competitors like Block and Venmo is the next debate. Pointed out by NextWeb, Block is more than just a payments portal – it helps small businesses manage inventory and analytics. Shopify’s stake in Stripe boosted its positioning as the payments manager of choice for entrepreneurs and small-and-medium sized businesses. Apple’s Tap to Pay appears to only facilitate payments, but if it were to move beyond the point of sale to the backend management of inventory and data, that would give it a bigger role in the space where Block and Shopify currently operate. Or, Apple could choose to open up Tap to Pay to more partners, widening its reach in assisting payments despite the platform the seller uses. This is the most likely play, in my opinion.

It’s important to consider Apple’s ambitions in fintech. With Apple Pay standing tall as the most adopted technology, Tap to Pay seems like the extension of a strategy that’s just getting started. From Next Web:

Over the last few years, Apple has been focused on expanding its services business — especially financial offerings. In 2019, it launched the Apple Card, and plans to expand it to more countries. Last July, a Bloomberg report noted that the company is exploring a “buy now, pay later” product with Goldman Sachs. If Apple starts accepting payment on a seller’s behalf, it can explore more financial products, ranging from loans to management services. Really, this news shows how serious Apple is about getting its services to reach a $1.5 trillion valuation alone. And, at this stage, who would bet against it?

Two years later and dynamism is on the rise. The “great resignation” has led to 47.4 million American voluntarily leaving their jobs in 2021, according to CNN data. ADP Chief Economist Nela Richardson was recently quoted:

We’re seeing a lot of churn in the jobs market. But one thing we are seeing is that hires are higher. They’re not leaving the jobs market, they’re leaving for other jobs in the same industry.

But to the earlier point of dynamism, it’s not all corporate upward mobility, the pandemic has influenced a boom in dynamism. An August 2021 report in the New York Times began:

After waning for decades, applications to start businesses surged last year. If the rebound proves durable, it could provide a more resilient economy.

So it is through this lens that I see the positive sum game that the Collison brothers are playing with Apple. Will it have an impact on Block’s hardware business? Yes. But that does not mean that Apple won’t partner with Block in the future. Block sells full point of sale systems for readers; this new Apple / Stripe partnership will only impact Block’s dongle business.

Viewed this way, Apple’s Tap to Pay could be helpful to Block as it removes the need for the dongle, giving users more and easier ways to pay, without making the dongle obsolete. Protocol makes the argument that Block is then freed up to focus on other services that are more profitable than a hardware business, including banking, payroll and other financial services. By making it easier for anyone to accept payments via iPhone, smaller business owners and entrepreneurs who aren’t looking for full POS machines can start selling, widening Block’s pool of potential customers in the long run. Then, more can win as the market for proximity payments expects to double over the next four years:

A positive-sum mentality and dynamism go hand in hand. Lost in the news cycle on the Apple Pay x Stripe partnership is that the same technology will be powering Shopify’s similar solution in the coming months. Stripe will be offering the Tap to Pay solution for iPhone users through a new Shopify app, as well.

Dynamism is defined as a theory or philosophy that explains something in terms of great energy or force. In the context of entrepreneurship, it goes hand and hand with payments technology, specifically the way that we use our phones. It is easier to pit one company against the other than it is to understand the bigger picture here. The United States is currently in eighth place behind China, South Korea, Vietnam, Norway, the United Kingdom, India, and Spain with respect to mobile payment adoption. China’s penetration was 39.5% to America’s 17.7% (as of August 2021). With an emphasis on making peer to peer transactions easier, businesses of all kinds can grow in sophistication and in reach.

And in doing so, Apple will achieve its goal for Apple Pay. It wants the payment technology to no longer be bound by the hardware that launched it. As Stripe has become the processing layer beneath much of commerce, Apple likely has aspirations to do the same for the transactions layer. And it won’t care if the trade is happening on iOS, Android or through Block, Shopify, or even Bolt. Dynamism is about agility and reach and it seems to be on its way back.

作者:Web Smith | 编辑:Hilary Milnes,美术:Alex Remy 和 Christina Williams 

Disclaimer: 2PM is an investor in Fast, a competitor to Bolt. To Ryan’s Breslow’s point, Stripe is an investor in Fast. But Bolt has been noted as better positioned with more money raised, more enterprise clients, and a higher GMV. Stripe has been noted as being competitive with Fast in a few of its recent initiatives. Ok, I am tired. 

备忘录:Peloton,照做就是了。

谁知道呢?耐克很可能会驳回有关其可能收购 Peloton 的传言,如果他们还没有这样做的话。CNBC 早些时候指出,约翰-福里(John Foley)对该公司作为独立公司的未来 "充满信心"。Peloton 并不是那种会将权力让给任何外部公司的人,但如果他们真的这么做了,效果会非常好。假设交易不会发生,这就是它应该发生的原因。彭博社的这篇评论文章一针见血:

耐克可以说是一个奢侈品牌,如果你看一下它的高端价格范围,夹克和运动鞋都在 500 美元以上。这与 Peloton 的定位不谋而合,因为它的自行车起价高达 1495 美元。

Peloton 最需要的是充满活力和参与感的新用户,他们可以放心地为 Peloton 硬件支付全额费用,同时继续使用移动应用程序和虚拟社区。耐克可以提供这样的服务,尤其是在美国消费者重返健身房的今天:

耐克公司多年来一直在投资其虚拟社区,大力发展一整套为不同客户和不同需求服务的应用程序。其主要的耐克应用程序用于直接购物,耐克跑步俱乐部和耐克训练俱乐部用于追踪锻炼情况,而 SNKRS 应用程序则是运动鞋爱好者密切关注即将发布的产品的首选。成为 Nike+ 会员虽然是免费的,但可以通过产品更新和独家产品与零售商建立更密切的关系。不难看出,Peloton 将如何融入耐克的健身应用,并推动耐克付费会员制的发展。两家公司的用户群很可能重叠,但两者之间存在着许多交叉销售的机会。Peloton 的高收入用户可以提升耐克作为奢侈品的定位,吸引那些想购买耐克产品的用户,而耐克的巨大影响力将为 Peloton 带来高效的客户获取。同时,我们也不难理解 Peloton 为何需要耐克的帮助。

Peloton 品牌已今非昔比。在《Peloton 的扩散》一文中,我们写道:"为了获得尽可能多的客户,Peloton 扩散了其狂热的基础,削弱了其核心人群之间的联系"。通过降低价格和增加融资机会来实现大众化目标的结果,意味着该品牌在早期采用者心目中的形象大打折扣,从而将家用自行车变成了一个追随者众多的品牌。这反映在其服装业务的减少上。据 CNBC 最近报道,该公司正在削减2022 年的服装销售预期。不过,就目前而言,Peloton 的产品仍然优于市场上的任何竞争对手。埃施朗公司最近说服美国专利商标局,Peloton 的流媒体和点播课程专利实际上并不具有专利性。根据彭博社的最新报道,未来可能还会有更多的专利。

Peloton 战略的风险在于,如果法院认为其 "革命性技术 "并不那么具有革命性,则可能适得其反。就像刚刚发生在 Echelon 身上的那样。如果这种情况在更大范围内发生,Peloton 将面临数百万美元的损失,而且其核心业务也得不到法律保护。

因此,如果 Peloton 正在失去品牌资产,失去使其有别于竞争对手的技术专利权,并在与健身房重新兴起的兴趣的斗争中败下阵来,那么谁能比耐克更能重振人们对该产品的兴趣呢?

耐克一直在向直接面向消费者的品牌转型。除应用程序外,耐克还花时间投资于创新之家等商店概念,缩减表现不佳的批发合作关系,并对产品进行分级,为直接客户创造更全面、更丰富的体验。最近,耐克在 Web3 上采取的举措凸显了 DTC 战略的重要性。耐克一直忙于申请元宇宙商标,在 Roblox 上建立一个虚拟的 Nikeland 世界,它还收购了 RTFKT,标志着对元宇宙的更深入投资。

因此,耐克不再仅仅是一家服装公司。它是直接面向消费者的领导者和Web3 的先驱。与 Peloton 达成交易后,耐克将获得数十万块屏幕,用于营销自己的产品:实体产品、数字产品以及介于两者之间的所有产品。但更重要的是,这将使耐克在与最主要的挑战者的竞争中处于有利地位:Lululemon/Mirror 和 Tonal 的不断崛起。

耐克和亚马逊对 Peloton 的追逐很可能无疾而终。收购兴趣来得快,去得也快。但如果有一个合作伙伴适合从 Peloton 现有的基础设施中获益,那一定是耐克。在最近一次对另一家零售商战略的深入研究中,我们解释说,耐克实际上是在为其涉足家庭数字健身领域奠定基础:

耐克正在为进一步扩张奠定基础。目前,该品牌正与 Lululemon 就镜面技术的专利问题发生争执,这表明它在为更大的耐克世界争夺所有权。

今年 12 月,耐克起诉 Lululemon 侵犯其 Mirror 技术专利权,这意味着耐克正计划投资硬件和家用健身技术。诉讼指控 Lululemon 侵犯了包括消耗水平技术、用户竞赛和成绩记录在内的多项专利。无论耐克在家用健身技术领域的未来是否取决于 Peloton,其挑战 Lululemon 的积极举措和 Mirror 自身的战略都表明,耐克至少受到了该领域崛起蚕食其地盘的威胁。

约翰-福里是一个独立思考的人,一个以控制和领地领导为乐的首席执行官。他不太可能将任何权力让渡给 Fitness 的顶级公司。但如果他真的这么做了,那将是当今商业领域最互惠互利的关系。在耐克的帮助下,Peloton 将获得新的业务渠道,并在豪华健身领域重新站稳脚跟。在 Peloton,耐克获得了一个看似多管齐下的利益,即发展自有实体空间、自有数字渠道,以及一个新兴的 Web3 空间,在这个空间里,国内社区行为和数字商务行为将以新的方式进行合作。即使在这里,Peloton 也能帮助促进进一步的创新。

Peloton 的市值已经达到了 100 亿美元,这对这个市值 2300 亿美元的品牌来说是个有意义的赌注。如果双方看到了许多相同的目标,耐克就会像在健身房、元宇宙和体育赛场一样出现在家庭中。而 Peloton 在过去的三个月里将广告投放增加了 46%,将拥有金钱买不到的可寻址市场。

作者:Web Smith | 编辑:Hilary Milnes,美术:Christina Williams 和 Art Remy

备忘录GoPuff 和基本

当零售商推出自有品牌时,意味着他们已经达到了临界质量。根据Placer.ai的数据,Gopuff 推出 "Basically "可谓恰逢其时。

通过观察那些正在积极扩张店铺的公司,我们可以对零售业和现代消费者的现状有很多了解。Placer.ai的最新数据显示,2022 年十大零售商的扩张计划值得关注。这份榜单包括快餐连锁店、一元店分拆和店中店合作,证实了当今顾客在有理由光顾实体店时会被吸引到实体店,而最了解当前消费趋势的公司才能提供最好的服务:最能体现这一趋势的公司是那些最了解当前消费趋势的公司:DTC、分叉、即时配送和便利性。

榜单中最引人注目的是 Gopuff,该公司在建立了以超快送货为基础的业务后,将其一些微型配送网站变成了客户网点。据路透社报道,Gopuff 已聘请银行帮助其上市,估值接近 150 亿美元,预计将于今年首次公开募股。实体店可以把顾客带到配送点,缩短工人把商品送到顾客家中的时间,从而使 Gopuff 的配送速度更快。这些商店不是典型的便利店,而是订货中心,顾客使用数字亭下订单,然后由仓库发货。为了推动这一全渠道战略,GoPuff 通过抢地盘的方式收购了多家公司,目前已收购了 161 家 BevMo 商店和 23 家 Liquor Barns。

Gopuff 模式实现了 Target 等零售商试图改造其门店以达到的目标:作为订单履行中心,同时可持续地为现场和在线客户提供服务,实现无缝对接。瞬时送达数据表明,Gopuff 并没有优化 15 分钟以内的送达时间:

通过将零售业务建立在送货业务的基础上,Gopuff 已经准备好满足顾客的购物需求:在线购物、在家购物、即时送货,或者在顾客已经出门、购物更方便或希望避免额外费用的情况下亲自购物。

通过外卖和实体零售让顾客养成 Gopuff 的习惯,将使这家成立九年的公司独树一帜。随着 Basically(Gopuff 的自有品牌)的推出,以及只有 DoorDash 的 Dashmart 才能在功能上与之相媲美的店内模式,Gopuff 可以证明自己为何能在未来几年引领便利外卖市场。根据 YipitData 的数据,截至目前,DoorDash 以 45% 的份额领先于 Gopuff 的 23%。Instacart和Uber的市场份额分别为16%和15%。

这可能是,也应该是,给那些慢慢转向送货上门的杂货店和连锁便利店敲响了警钟。摘自 Grocery Dive:

Gopuff 几乎不是第一家进军实体店的在线零售商,它是亚马逊(Amazon)等大型公司和 Warby Parker 等小众公司中的一员。这凸显了实体店和点击对于公司零售战略的重要性,即使大流行病促进了网上购物。但是,在杂货店和便利店中,为店内购物者提供严格的数字订购模式是独一无二的,而且可能被证明是对购物者对便利性和商店体验期望的一次有益测试。

值得关注的不仅仅是 Gopuff 的实体零售战略。

DTC 品牌是新的商场品牌。 Placer.ai 还列出了 Warby Parker 和 Allbirds,这两家公司都是去年上市的。增加门店是这两个 DTC 品牌计划中不可或缺的一部分,因为它们是巨大的赚钱工具,同时在门店和网上购物的顾客比只在网上购物的顾客消费更多。在上周关于 Glossier、Skims 和 Savage x Fenty 的会员简报中,我解释了这一点:

商场需要他们,他们通过精明的营销和人们想要购买的产品,有效地建立了热情的顾客群。

这同样适用于 Allbirds 和 Warby,它们代表了商场零售业的未来:它们在网上拥有足够多的追随者,顾客会主动找上门来,而且它们都在努力建立足够的全国零售网络,让现有消费者能够更冲动地购买(自有零售的好处之一)。此外,它们还能以更低的成本获得顾客,因为新顾客是通过更有效的渠道认识它们的。

美容是销售的驱动力,但仅限于某些零售商。Ulta 和丝芙兰垄断了店内的美妆产品,损害了百货公司的利益。那些赢得了它们生意的零售商则从它们作为美妆爱好者零售目的地的地位中获益。Placer.ai 发现,在科尔(Kohl's)百货公司内设有丝芙兰专卖店的店铺比没有丝芙兰专卖店的店铺吸引了更多的人流。塔吉特(Target)在与 Ulta 建立了成功的合作关系后,正在扩大合作范围。更有趣的是在线领域的发展,这让 Glossier 感到非常失望

请注意,在美容领域,人们的偏好已经从品牌电子商务转向了市场电子商务。随着丝芙兰(Sephora)、Ulta 和沃尔玛(Walmart)等公司的电商业务不断增长,Glossier 也避免了与它们的合作(包括店内和数字营销)。沃尔玛在过去的 12 个月里招募了近 100 个美容品牌,Ulta 与 Target 合作,而丝芙兰则在 Kohl's 内。

零售商正在追随消费者的分化。 Placer.ai 名单上的两个品牌 Arhaus 和 pOpshelf 反映了消费者持续分化的趋势。家具品牌 Arhaus 瞄准高收入家庭,尤其是郊区的高收入家庭,作为 RH 的替代品,迄今已开设了 70 家门店和展厅。与此同时,pOpshelf 是 Dollar General 的衍生品牌,旨在吸引更富裕、更年轻的郊区购物者,这些人对 Dollar General 不屑一顾,但对 TJ Maxx 等商店的寻宝式购物体验情有独钟。

底线是什么?随着在线业务不强、品牌相关性较低的零售商收缩版图,过度扩张的零售商仍在进行 "权利调整"。等待它们的将是一类更贴近当今消费者的新型零售商,它们的首要竞争优势是店面的数字化创新和全渠道的知名度。

互联网重塑了阶级和富裕阶层的购物方式。Placer.ai 的数据显示,电子商务对零售地产的影响似乎有多大。

作者:Web Smith | 编辑:Hilary Milnes,美术:Alex Remy 和 Christina Williams