第 269 期品牌与语音商务

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据 Cowen 公司称,每七位美国消费者中就有一位拥有亚马逊 Echo 设备。此外,ComScore 还指出,到 2020 年,50% 的在线搜索将由语音控制。以下是今天早些时候的实际序列。

Alexa 买条裤子吧

亚马逊的裤子选择是Goodthreads男士运动合身五袋长裤。深蓝色,29 宽 x 34 长。含税总价为 32.25 美元。您想购买吗?

不用了,谢谢。

这就是我现在能找到的所有裤子。查看您的 Alexa 应用程序,了解更多选择。 

在这里,亚马逊认可了我的要求,并提供了他们自己的品牌作为首选。对于正在寻找更好的方式接触新消费者的品牌来说,这是一个绝佳的机会。随着消费者对 Google Home 和亚马逊 Echo 等产品的采用不断加快,营销人员必须开始围绕语音这一零售渠道进行规划。众所周知,语音助手会直接或间接地缩小消费者的选择范围。具体做法有两种:(a)推荐品牌推广的商品;(b)推荐平台拥有的品牌和产品(见:亚马逊的自有品牌)。在此,2PM 将重点讨论亚马逊的 Echo。这是一款功能强大的工具,与全国各地的家庭息息相关。

亚马逊还首次推出了 Echo Look,这是一款由 Alexa 支持的新设备,该公司称其为 "免提摄像头和风格助手"。通过添加摄像头,该设备可以结合机器学习和人类造型师的反馈,记录并评论主人的服装选择。这些建议也会以推荐的形式出现,从而为亚马逊时尚,特别是其自有品牌带来收入。

亚马逊正在迭代并推出 Echo Look 的更多功能,包括内容策划,甚至是众包(人工!)风格反馈。亚马逊还创建了一种设计服装的人工智能算法,并为一种可让你虚拟试穿衣服的AR 镜子申请了专利。最近,欧莱雅收购了ModiFace公司,这家公司生产的技术为美容AR领域的类似应用提供了动力,这也验证了这种镜子的价值。

亚马逊的下一个征服目标将是服装,Tech Crunch

通过使用像 Echo Look 这样的产品这种硬件可以让用户在语音商务的基础上叠加可视化语境),消费者开始习惯将 Echo 作为一种时尚消费工具。对于时尚行业的管理者来说,这是一个在新渠道中建立现有品牌的机会。

产品。对亚马逊上的品牌产品进行为期六个月的测试。对于拥有巨大品牌资产的年轻品牌来说,这可能很可怕,但这些测试已经司空见惯。就在三天前,Mizzen + Main列出了其零售品牌公司的基本产品。他们精明地没有列出整个目录,而是把重点放在了品牌的常青产品上。这些类型的产品可以带来强大的搜索引擎优化,无论公司何时选择列出季节性产品,都会从中受益。

软件。为 Echo 创建品牌语音应用程序。为了建立与消费者的联系并促进购买,值得在新平台上为现有消费者提供一个熟悉的目的地。品牌化的应用程序体验不仅能让人们更容易通过语音与您开展业务,专家还表示,它还能提高亚马逊网站的搜索引擎优化,并通过 Echo 的产品排名。

营销。 除了强调语音搜索引擎优化战略以推动发现之外,品牌还在测量语音应用程序数据以提高消费者参与度,在品牌语音应用程序中实现产品销售,并通过收入、付费和社交媒体推广品牌语音应用程序。

品牌。 2002 年,宝马公司创新性地聘请了一位名不见经传的英国演员,出演当时颇具革命性的在线广告系列《The Hire》。米基-洛克(Mickey Rourke)、阿德里安娜-利马(Adriana Lima)、唐-切德尔(Don Cheadle)主演,盖-里奇(Guy Ritchie)、李安(Ang Lee)、吴宇森(John Woo)和托尼-斯科特(Tony Scott)执导,这是德国汽车制造商在娱乐方面的一次重大投资。但将近 20 年后,消费者记住的不是视觉效果,而是演员的声音。而是演员的声音。

20 世纪 90 年代末,宝马公司注意到他们的利润有些下滑,于是决定开始瞄准精通互联网的客户,这在当时是非常具有前瞻性的举措。他们请长期合作的法伦全球公司(Fallon Worldwide)设计一个广告活动,不仅仅是像杂志和电视广告中那样,让漂亮的宝马车在乡间驰骋,而是让詹姆斯-邦德(James Bond)式的英雄在各种不同的情况下使用宝马车。

宝马的"雇佣 "领先于其他同类产品

克莱夫-欧文(Clive Owen)主演并解说了整个系列,该项目于 2016 年在宝马电影公司(BMW Films)旗下回归。从某种程度上说,宝马的营销人员赋予了品牌人性化的声音,而这也是一个非常有效的营销工具,克莱夫-欧文的语调至今仍是品牌的代名词。

Hire可能已经超前了十年,但对于宝马来说,它的出现恰逢其时。对于那些寻求通过新渠道建立自身资产的零售商来说,请记住宝马在互联网上的赌注。在脚本播客推动数百万次下载并吸引数千万美元广告费的时代,如果零售商投资使自己的实体商品与渴求音频的消费者息息相关,那么它们的潜在相关性就值得考虑。

一旦你掌握了一种新媒体,商业效率就会一步到位。

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 By Web Smith and 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

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

 

第 254 期:致 DNVB 首席执行官的公开信

水印_ByTailorBrands

图为 户外之声 "由创始人Tyler Haney领导

亲爱的 DNVB 首席执行官

你应该得到更多的赞扬。我曾与你这样的人共事过一段时间。我学到了很多关于从零开始打造产品和品牌的个人成本。坦率地说,成本很高。

当人们知道你是谁以及你所取得的成就时,需求可能已经出现了。300-500 万美元的收入已经接近自动完成。事实上,这一成就已经失去了光彩。现在是 1,500 万至 2,500 万美元。但人们很少看到你为了达到 100 万美元的目标所付出的努力。

人们不知道的是,DNVB的执行团队从零开始打造供需两个产品

  1. 产品:衬衫、行李箱、裤子、墨镜、大衣,或任何人们认识你的东西。
  2. 品牌:产品的光环、知名度、联想、幕后合作伙伴、代言人、形象大使、成功的必然性。

你为供应链的困境而倍感压力。有些晚上你哭了。你的联合创始人或创意总监让你抓狂,因为他们没有意识到公司离崩溃有多近。

你为现金流问题焦头烂额。你还哭过。你的工作就是:(1)创新;(2)摸索。

您强调了让特伦特(非常正常的风险投资人)尽早看到您的愿景的困难。有些 DNVB 的道路比其他 DNVB 的道路更容易。但您的道路却一点也不平坦。什么都没有得到。但您仍然坚持了下来。

在这一切之后,你管理着你的最小可行产品。你拥有了 1 万件人们并不真正想要的产品,因为这些产品与今天市场上的第五代产品相差甚远。第一代紧身裤并没有那么好。因此,你依靠品牌度过了那段日子。你设法让消费者、零售/科技媒体和投资者相信,你的成功是必然的。你的品牌将存在 100 年。他们感受到了这些言论的影响力,他们同意你的说法。但每个读过这篇文章的人都知道,海市蜃楼一开始是很难维持下去的。

"我们今天可能不会很出色,但我们会的。早点买进。"

将一个标识转化为更大的意义需要十年的时间,你必须在第一代平庸产品的 10,000 个销售量把你榨干之前做到这一点。

几年后的今天,这一切依然艰难--但已经不像以前那么艰难了。有几十位DNVB的首席执行官,就像您一样,理解为公司创造供应和需求的艰辛。然后再强调这两种产品之间的平衡。

DNVB 首席执行官经营的品牌相对精简,几乎总是处于亏损状态。你们没有传统公司或软件平台那样的广告预算和营销力量。但你们生存下来了。一旦你们发出足够的声音,零售业的专家们就会指责你们效率低下、缺乏经验。他们实际上会支持你。这就是零售 "专家 "的工作。但请知道,我们中的许多人都称赞你们在如此短的时间内取得的成就。

您在一个需要独立零售的时代创办了自己的公司。从第一天起,你的品牌就不能依赖从 Nordstrom、Target、Whole Foods 或沃尔玛的批发采购。从长远来看,这种独立性使你更有生命力。而现在,这些零售巨头正在敲你总部的门。

因此,请继续创新。当你们的情绪或精神达到极限时,请记住,你们的公司将是未来零售业发展的基础。人们会穿你们的衣服,消费者会到你们的店里购物,商场也会不遗余力地与你们合作。

然后,零售专家就会不情愿地写道,你的品牌成功一直都是不可避免的。

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