(Author : Chloe Rigby)
Pizza buyers are flocking online to order – but the desktop site is no longer their first port of call. Rather, hungry customers are now turning to the mobile app to order.

Domino’s Pizza says its app is now its biggest sales channel

Domino’s Pizza UK & Ireland today said that its app had overtaken desktop for the first time to become its most widely-used sales channel. Some 51.6% of all online sales were placed via the Domino’s app in the first half of its financial year. The pizza delivery company said ecommerce sales in the first half of its financial year were 24.4% ahead of the same time last year. Total system sales of £426.7m in the 26 weeks to June 28 were 14% ahead of the same time last year, while UK like-for-like sales of £378.8m were 10% ahead. Chief executive David Wild said:

“Our success in the UK is a result of the investment we have made in market-leading ecommerce initiatives. Our app has now been downloaded over 10m times and our app sales have overtaken desktop sales for the first time.”

The company invested an extra £1.4m in ecommerce in the first half, compared to the same time last year. A key focus was on simplifying the ordering process so that consumers can buy through a few clicks. Saved payments have also been introduced. Work will continue to upgrade the customer experience, with responsive design introduced in July 2015 in order to improve usability. Soon shoppers will also be able to saved their favourite baskets as Domino’s moves towards the “ultimate aim” of ‘one touch’ ordering. Ecommerce now represents 77% of all UK delivered sales, up from 69.7% in the previous six months. UK online orders were 21.8% ahead in the first half, with average order value 2.1% ahead. Orders placed via an app grew by 63.3%, with order value 2.5% ahead.

Looking to the future, Wild said: “We have a continued programme of ecommerce initiatives and other marketing campaigns. The UK new store pipeline is solid and we are well-positioned for the future.”

Offline, the company opened 21 new UK stores during the first half, and expects to open at least 50 in the full-year. The company said a four service station-based outlets, launched as a trial in 2013, had been closed since they did not prove popular with customers. Domino’s Pizza UK & Ireland also operates in Germany, Switzerland as well as the UK and Republic of Ireland. In Ireland, online sales grew by 29.2% in the first half to represent 51% of delivered sales, while the app accounts for 59.8% of online sales. Sales at its German and Swiss businesses are growing but at the bottom line they are still loss-making.

Source : internetretailing.net

(Author : Alex Samuely)
McDonald’s is tiptoeing behind its competitors by rolling out a mobile application to United States consumers this fall, but could reclaim some of its flagging revenue with in-app coupons.

McDonald’s attempts mobile comeback with US app rollout

During its second quarter earnings call, the fast food marketer claimed it is testing mobile ordering for U.S. markets and will introduce a mobile app for domestic customers, adding to its plentiful mobile offerings abroad. While offering mobile coupons and deals in a branded application is likely a smart move for the chain, McDonald’s is still lagging behind other competitors who have now turned their efforts to wearables and mobile delivery.

“The harsh reality of mobile apps is that the later something is rolled out, the harder it is to get consumers to download it,” said Shuli Lowy, marketing director at Ping Mobile, New York. “While McDonald’s enthusiasts will be excited to order through the app when it comes out, the app will not have as easy of a time gaining the level of traction that competitor apps have.

“That’s because as time goes on more apps come to the market and it becomes harder to grab consumer attention in the mobile ecosystem,” she said. “This late rollout is not occurring because McDonald’s hasn’t been attentive to mobile entirely.

 “In fact, McDonald’s has been fairly innovative in the breadth of its mobile advertising campaigns—understanding that mobile is a major touch point for its customer.”

Digital offers
While McDonald’s currently offers mobile applications in several foreign markets, such as Britain, this will mark the first time that fans will be able to receive coupons within a branded app rather than a third-party marketer. The ability to receive discounts on the fast food chain’s menu items may convince some users to download the app, while others may prefer using third-party services such as CouponSherpa or RetailMeNot to search for weekly promotions. Mobile coupons are rising in popularity as consumers eschew the hassle and potential of misplacing paper coupons. However, McDonald’s may face some challenges in introducing its app to a national audience in a tight timeframe. “Rolling out a cool mobile advertising campaign is very different than rolling out a fully functional mobile commerce system,” Ms. Lowy said. “A mobile advertising campaign can be fully completed and run at a corporate marketing level.

“Introducing a commerce solution requires massive amounts of local training and substantial investment in local POS hardware.”

McDonald’s also claims it is partnering with Google to test hands-free technology that would enable consumers to order and pay for food without pulling out a smartphone.

Building loyalty
One key area that the new McDonald’s app will likely expand on is loyalty and rewards for frequent customers.

“A loyalty app is a crucial tool for any QSR,” said Karyn Andrade Bordoni, marketing manager at Mowingo, Los Altos, CA. “McD App, developed by Mowingo and used by McDonald’s in 18 markets, over the last three years, has generated phenomenal results, increasing the frequency and order size for millions of guests.

“The new app is a natural evolution of McD App and an effort to standardize their app roadmap globally,” she said. “We are very proud that the platform that will manage the offers for the new app, worldwide, was developed and will be continually enhanced by Mowingo.”

The fast food marketer has been racing to catch up with competitors such as Taco Bell and Chipotle, which are expanding their reach to all mobile devices, including wearables, and efforts including mobile-equipped delivery. McDonald’s recently announced it is joining the shift towards mobile delivery by partnering with the Postmates app for a test at 88 New York locations. This past May, McDonald’s also asked fans in Northern California to text or tweet their nominations for who should receive a free breakfast delivered by McDonald’s employees, pointing to how mobile is at the center of efforts to surprise and delight consumers. ,“Obviously, down the road, the app will include additional elements, beyond offers, but we are not at liberty to disclose these future features,” Ms. Bordoni said. “I can tell you, without tying it to a specific client, that beacons will play a major role in the customer journey for all retail sectors.”

Source : mobilecommercedaily.com

(Auteur : Anaïs Lerévérend)
Avec une offre large, du bébé à l’adulte, et des surfaces de vente de taille moyenne, Petit Bateau est forcément confronté à une problématique de disponibilité des produits. Pour contourner ce souci de sélectivité nécessaire et donc, par conséquent, de frustration potentielle chez le client, la marque familiale a peut-être identifié un début de solution.

Petit Bateau teste la tablette vendeur en magasin

Avec la complicité de l’agence Altima°, en charge de la question du e-commerce pour la marque, un test vient d’être lancé en juin dans six boutiques Petit Bateau, en Ile-de-France et à Lille. Il s’agit d’équiper le vendeur d’une tablette qui lui permettra de faire des recherches produit, de vérifier les stocks, la disponibilité dans un autre magasin, ou encore des commandes en ligne qui seront autant de ventes supplémentaires pour la boutique. Une trentaine d’autres magasins intégreront également le dispositif à la rentrée, pour généraliser cette nouvelle approche qui vise à réconcilier vente physique et vente en ligne dans une vraie complémentarité.

Source : fr.fashionmag.com

(Auteur : Pierre Manière)
Jusqu’alors spécialisée dans la réparation de téléphones et tablettes à domicile, la société a changé de modèle. Elle mise sur le déploiement de dizaines de corners dans les centres commerciaux pour ferrer les particuliers.

WeFix, le Carglass des smartphones

Depuis le mois de mars, la startup WeFix a envahi une trentaine de centres commerciaux de l’Hexagone. Dans ces corners situés au beau milieu des boutiques et grands magasins, des techniciens en blouse blanche accueillent les clients. Leur mission ? Réparer et offrir une seconde jeunesse à leurs smartphones et tablettes aux écrans cassés, aux batteries défectueuses ou victimes de pannes. Co-fondateur de la société, Edouard Menantaud assure que le travail ne manque pas. « En ce moment, on répare entre 8.000 et 10.000 smartphones par mois », lâche-t-il, précisant que le « ticket moyen par client est de 60 euros ». Lui, qui vise 150 implantations dans les centres commerciaux d’ici à la fin de l’année, est persuadé que le créneau est porteur. D’une part, « les smartphones ont un taux de casse de 12% la première année », assène-t-il. D’autre part, il parie que le développement des abonnements « sim only » – c’est-à-dire des forfaits sans téléphones subventionnés, comme ceux de Free – va doper le marché de l’occasion et de la réparation.

Un changement de stratégie
Pour WeFix, les centres commerciaux constituent un moyen privilégié pour dénicher des clients. « On cible les plus importants, ceux qui ont plus de 3 millions de visiteurs par an », explique Edouard Menantaud. A ses yeux, il s’agit d’une collaboration gagnant-gagnant :

« Nous profitons de l’important trafic naturel des lieux. Quant aux centres commerciaux, ils y trouvent leur compte, puisque nos clients profitent généralement du temps de réparation – 20 minutes en moyenne – pour visiter les boutiques environnantes… » Pour la société, ces corners constituent pourtant un vrai changement de stratégie. Jusqu’au mois de mars, WeFix s’appelait encore Allo Smartphone. Fondée en 2011 avec un capital de départ de 100.000 euros, la société était alors spécialisée dans le raccommodage de smartphones et tablettes à domicile.

« A ce moment-là, nous proposions un service réactif pour réparer au plus vite les terminaux cassés. Les clients faisaient leur demande sur notre site Internet. Un technicien se rendait ensuite chez eux, ou sur leur lieu de travail, pour effectuer la réparation », détaille Edouard Menantaud.

De très profitables clients professionnels
En investissant ce secteur, la société a commencé à travailler avec des grands groupes comme TF1, Axa, Nestlé, Vinci ou Lagardère. De fait, ces grandes entreprises disposent de vastes flottes de smartphones destinées à leurs collaborateurs. Elles sont donc régulièrement confrontées à des pannes et casses diverses, dont très peu sont prises en charge par les assurances. Or d’après le fondateur de la startup, elles n’avaient guère le réflexe de toquer à la porte de la boutique de réparation du quartier. Résultat : plusieurs dizaines de terminaux, chers et loin d’être en fin de vie, croupissaient inutilement dans les armoires des services techniques… Flairant le filon, Allo smartphone s’est donc focalisé sur l’élargissement de son portefeuille de clients professionnels, délaissant quelque peu le grand public. Edouard Menantaud en témoigne : « A l’époque, 70% du chiffre d’affaires était réalisé par nos offres B2B. » Pour autant, l’entrepreneur a bien conscience que les particuliers constituent un marché bien plus important. Mais à l’en croire, le site Internet n’offre pas la force de frappe nécessaire pour capter davantage de clients, tout en coûtant cher à faire connaître. D’où l’idée de se déployer dans les centres commerciaux. Depuis, le site – pour l’heure mal référencé sur Google – n’offre donc plus aux particuliers un service à domicile. Il ne permet plus que de localiser le corner le plus proche, ou d’envoyer par la poste son téléphone ou sa tablette cassée au service de réparation.

Les objets connectés en ligne de mire
Mais pourquoi avoir troqué la marque Allo smartphone par WeFix ? Parce qu’à terme, la startup compte bien étendre son offre à d’autres objets connectés. « Plusieurs clients nous sollicitent pour des Apple Watch. Ils ont des problèmes d’écran cassé, ou de mauvais fonctionnement de la molette… Du coup, on souhaite proposer ces réparations à partir du mois de septembre », souligne Edouard Menantaud. En amont, la société a besoin de temps pour former sa centaine de techniciens. Pour cela, elle dispose de sa propre école à Paris. « Cela nous permet d’avoir partout la même qualité de service, poursuit le fondateur. Mais nous n’avons de toute façon pas le choix : il n’existe pas vraiment de formation spécifique pour nos réparations. »

Pour être technicien chez WeFix, un BTS en électronique ou tout autre diplôme n’est pas un impératif :

« On prend des gens qui veulent travailler, et on leur apprend à remplacer des pièces, comme des écrans, des batteries ou des boutons. Par la suite, des formations plus pointues concernent la microsoudure sur une carte-mère, ou le nettoyage des composants d’un smartphone tombé à l’eau et qui se sont oxydés. »

Bientôt un déploiement à l’international ?
Avec ses atouts, WeFix veut surtout aller au plus vite à l’international. La société, qui ambitionne un chiffre d’affaires de 7 millions d’euros en 2015 (contre 2 millions d’euros l’an passé) vise notamment l’Espagne, l’Allemagne, la Belgique et la Grande Bretagne. Pour financer ce déploiement, elle espère boucler bientôt un tour de table d’environ 10 millions d’euros. Un impératif pour changer d’échelle. Et surtout ne pas se faire damer le pion.

Source : www.latribune.fr 

(Author : Michelle Herbison)
Aiming to bring to life the concept, “it’s possible to love a bank”, the new open plan branches will focus on facilitating conversations and customer relations rather than transactions. The new branches will be centred around a large table with cafe-style features to facilitate side-by-side discussion with staff, as well as offering the convenience of self-service devices.

Bank of Queensland is radically redesigning the branch experience

BOQ says its four-branch trial by Public Design Group is delivering twice the results of existing branches, and the concept won the retail category at the Sydney Design Awards last year. The bank plans to roll out the concept in multiple locations throughout the country, assessing each branch on its merit when leases expire, then considering refurbishment or relocation. Marketing chatted to Philippa Bartlett, general manager of corporate network and retail transformation, about the project.

Marketing: Could you tell me a bit about what the redesign of the branches is all about and how it’s been going?
Philippa Bartlett: Two years ago now we relaunched our brand ‘It’s Possible to Love a Bank’. That was really born from understanding why customers chose to bank with BOQ and for us that really comes down to that relationship model. Strong relationships with, in particular, customers and branch staff members. What we realised pretty early on was that our branch design and configuration didn’t really match our customer proposition of real partnership and relationship. For us it was really important that we designed a physical presence that was aligned to customers loving a bank. For us that was about authenticity within the physical environment. The customer being in charge and true partnership, side-by-side with our customer when we have our conversations.

M: What were some of the issues going on that sparked the idea to go in this direction?
PB: One thing we know is that the bank branch is no longer about the telling counter. We know that customers are increasingly using their laptop at home, their iPad, the phone in their pocket to do low or simple transactions. We know that the need for a face-to-face interactional conversation within a branch for more complex type discussion, more complex transactions, that hasn’t changed for 50 years. The need for our branch is to become far more focused on complex conversations, high level of capability of our staff and less about the simple transaction that people are doing on their phone in their pockets or on the train on the way to work, was really behind the fundamental design of the branch moving forward.

M: Everybody at the moment is talking about how banks need to innovate and have really awesome apps and have great online opportunities for customers. Do you feel like that hasn’t changed the need for customers to come in and speak to humans every now and then? Is that kind of getting lost in that conversation about digital?
PB: Customers want to be able to do the basic transaction when they want to do it, where they want to do it. So the need for apps and online banking remains fundamental for a customer. The need or necessity for a customer to want to have a face-to-face conversation at those emotional times when they’ve identified a house that they want their family to move into, or the perfect car they want to be able to purchase; the need for a face-to-face conversation to really explain those processes and explain the type of products – that fundamentally remains unchanged.

M: What can you tell me a bit about the design itself and why you decided to go in that direction? For example, I know it’s quite open plan and there’s some pretty funky decor.
PB: What was important for us was that the customer was in charge of any interaction within the branch. The customer can choose if they want to use the self-service through the ATM, through the iPad or through the iPhones then it’s absolutely up to them to do so. However, if they would like to transact talking to a real life person, equally we’re going to set up the environment for them to do that. We removed all barriers and every interaction that we have with our customers is actually side-by-side. We call it a ‘partnership’. Whether that be having a conversation with a customer at the central bench about their finances, in an office, again side-by-side, as we talk about the more complex of their needs or even at the telling bench, again that transaction would be side-by-side. One, it’s about a customer being in charge and two, it’s about a real partnership. That’s really important as it plays out in the physical environment as well for us.

M: It sounds quite different to what anybody else is doing out there in the market. Are you pioneers in this space?
PB: From a banking point of view, yes. This isn’t about us doing something which is different to our competitors. This is us really building a physical environment which suits our brand and suits exactly what customers are asking from us.

M: You’ve had quite a lot of success – the branch has delivered twice the results of the old ones, and on the Sydney Design Awards website it says that in the first week of trading the branch outperformed your number one flagship store on Queen St in Brisbane. How do you measure that and determine the success there?
PB: There are various ways. One is the sales made from the branch but it just as important as the customer feedback and the anecdotal feedback that we get via compliments into the branch and feedback we source from customers directly. The branch design for us is about what our customers are asking for and we will continue to tweak and amend the design and make sure we get it spot on as we roll out the pilot.

M: Were there any issues at all, or any discomfort in customers talking in that open plan environment? That side-by-side set up is quite different. Did it go well?
PB: The feedback has been overwhelmingly positive and in every branch we have a minimum of two fully secure and private office spaces to have the more complex conversation. Again, as the customer is in charge the customer can choose and communicate with us as to the best space within that environment to have the type of conversation that they would like to have with us.

M: In terms of instilling trust and professionalism, do you worry about the message that the redesign is sending to customers and the finance industry, or are you quite confident in still being able to still be a bank that’s trusted?
PB: The beauty for us is that we have existing customers within the geography of every one of our new pilot branches that we’ve opened. Both the feedback from new customers and existing customers has been overwhelmingly positive. We’re actually very confident and optimistic.

M: You won the retail category at the Sydney Design Awards last year. How pivotal was that in the decision to call the trial a success?
PB: It was nice recognition but for us, the only real measure of success is how customers feel about the environment that was created for them, to be honest with you.

M: Finally, is there a particular type of target customer that you’ve got in mind with all of this?
PB: The environment that we’ve created is both to reflect the current customers that we have and then also reflect the location that we’re going into. We have what we called a ‘community space’ in every branch which really pulls the best of the community, the best of the community’s sponsorships, things relevant to the community into that area. So really what we’re trying to do is design an environment that any person in that community would feel comfortable coming in and having a conversation with us in.

Source : www.marketingmag.com.au

(Author : Chantal Tode)
In March, online men’s apparel retailer Frank & Oak began using a way to segment and personalize the push notifications it delivers inside its mobile application, helping it to drive sales and sign-ups more consistently throughout the month.

Frank & Oak drives app engagement, sales with targeted push notifications

A key learning since Frank & Oak implemented Taplytics’ new Smart Push service is that the performance of push notifications drops significantly when they go out to 20,000 or more app users. More specifically, reaching out to customers during down periods with relevant messages has proven to be a success for the retailer.

“Smart Push has enabled us to connect with our customers on a more regular basis, and in a more engaging way,” said Ethan Song, co-founder and CEO at Frank & Oak. “We’ve also been able to really target and personalize our push communications, and that’s helped us prompt customers to take action when they might not otherwise.

“For instance, given the nature of our business, we tend to see a spike in purchases every time we release a new collection,” he said. “We’re using Smart Push to reach customers during other parts of the buying cycle by reaching out to them with relevant promotions that come with a sense of immediacy, thereby driving sales and sign-ups consistently throughout the month.”

App marketing
Push notifications can be an important way for retailers to engage with customers who have downloaded their app. However, as with email, the messages can quickly start to feel like spam to users if they are not personalized and relevant. The danger in sending too many overly general push notifications is that recipients will begin to ignore them, or worse, remove the app. With this in mind, Frank & Oak is taking a more targeted approach based on where recipients are located, with messages also including a relevant deeplink.

We used Smart Push for a series of ‘last chance’ campaigns that were some of our highest performing to date,” Mr. Song said. “The Smart Push messages were targeted specifically to customers who live in a region where we have a physical store, such as Toronto, and included a call to action and discount code.

“Our strategy centered on three components that helped us create urgency and focus in the campaign,” he said. “The first was targeted delivery with a relevant deeplink to maintain context, the second was a focused message that implied urgency, and the last was a pertinent offer to drive engagement and sales. “These three worked dynamically together to show our customers that we’re thinking about them as individuals and delivering something of real value.”

Personalization is key
Smart Push, which was introduced by Taplytics in March, enables app marketers to segment users in a number of ways. Marketers can also personalize the message down to the individual level, such as sending discounts to users based on the items they have browsed within an app. The service can also be used to A/B test messages, delivery times and other mobile campaign variants to see exactly which elements are working and which need to be adjusted to spark engagement. The use of targeted push notifications is the latest example of how Frank & Oak continues to push it mobile strategy forward. Earlier this year, the retailer rolled out new digital ads that allow users to purchase through the video content on mobile devices.

“It may be the marketing buzzword of the moment, but I will say that personalization is the key to a successful push messaging campaign,” Mr. Song said. “The batch-and-blast approach that marketers used to take with email completely falls flat in the highly sensitive mobile realm where you’re communicating with a device in someone’s hand or on their wrist.

“Our messages are very targeted and we’re segmenting our customer base to a greater degree to reach even greater heights of personalization,” he said. “If you look at our recent top-performing push campaigns, they’ve gone out to fewer than 5,000 users. “As soon as you start sending the same messages to 20,000 or more people, you see a drastic dip in performance.”

Source : mobilecommercedaily.com

(Auteur : Lucile Deprez)
Les cinq marques de la division Pharmacie de l’Oréal (Vichy, Sanoflore, Roget&Gallet, SkinCeuticals, La Roche-Posay) sont réunies au 13 rue des Francs-Bourgeois pour offrir une expertise « dermato-cosmétique ».

Le Dermacenter de l’Oréal, un écrin consacré à la « dermato-cosmétique »

La boutique offre une expérience d’achat en mettant à disposition un outil d’imagerie médicale qui scanne la peau pour donner un diagnostic, des soins flashs, des ateliers maquillage… Le site marchand permet aussi de bénéficier de conseils d’experts et répertorie les 700 références présentes en magasin.

Le concept de L’Oréal s’était tout d’abord implanté en Chine et au Brésil pour avoir un réseau de distribution adéquat à ses produits. La pharmacie et la parapharmacie n’étant pas les circuits de distribution adaptés dans ces pays.

Source : fr.fashionmag.com

(Auteur : Carole Boelen)
L’an dernier, Carrefour ouvrait les portes d’un pop-up drive sur la digue de Knokke. Une expérience que le retailer renouvelle aujourd’hui en y intégrant des services supplémentaires parmi lesquelles : 7 fois plus de références, des commandes prêtes en 2 heures et une livraison gratuite à domicile en véhicule électrique (pour achats de minimum 40€).

Le Summerdrive version 2.0 de Carrefour

Du mercredi 8 juillet jusqu’à la fin des vacances, le Summerdrive de Carrefour permettra aux knokkois et vacanciers de ne plus de préoccuper de faire leurs courses. Le Summerdrive est, comme l’an dernier, installé à quelques pas de la Place Van Bunnen.

10.000 références
Cette année « l’intendance » du Summerdrive est assurée par le Carrefour Market de Knokke. 10.000 références seront donc désormais proposées par le Drive, soit sept fois plus de référence que l’an dernier.

Des solutions repas frais prêts à consommer
Le drive proposera en outre des solutions repas saines et fraîches. Les consommateurs y trouveront notamment des sushis frais préparés le jour même par les spécialistes du Carrefour Market de Knokke, mais aussi des poulets rôtis ou des pommes de terre rissolées.

Commande prête en 2 heures 
Toute commande passée avant 14h sera disponible deux heures plus tard. De quoi profiter de la plage et être pourtant prêt à temps pour recevoir ses amis à l’apéro… Les commandes introduites entre 14h et 16h30 seront quant à elles disponibles dès 18h30.  Comme l’an dernier, la préparation est entièrement gratuite. Le dimanche, les commande ne pourront être réalisées qu’avant 14h.

Livraison gratuite à domicile
Grande nouveauté : le Summerdrive proposera une livraison à domicile (dans la zone de Knokke) dès 16h30 si la commande a été introduite avant 14h ou dès 18h30 si elle l’a été entre 14h et 16h30. Cette livraison sera gratuite pour les commandes de minimum 40 euros. Dans un soucis écologique, elles seront livrées en véhicules électriques : une Twizzy, 2 voitures de golf électriques et 2 Segway pour les plus petites commandes.

Mode d’emploi
Pour commander, le consommateur devra surfer sur www.drive.be et choisir Knokke ou surfer sur www.summerdrive.be. Ces sites proposeront des recettes simples et des idées de cocktails pour les consommateurs en manque d’inspiration. Il choisira ensuite le retrait ou la livraison à domicile.

Un Foodmaker dans le point de retrait
Les consommateurs sans connexion internet trouveront quant à eux deux brones interactives sur place. Toutes les commandes bénéficieront de 5% de réduction. Le paiement se fera à la réception ou au retrait de la commande via carte bancaire. Dans le point de retait, ils trouveront en outre un salad bar et boissons opéré par The Foodmaker. De quoi passer commande tout en sirotant une boisson fraîche. Un espace détente a également été installé à l’intérieur du point de collecte. Au programme: bac à sable, mini-golf et tables sur le sable pour profiter des salades fraîches de Foodmaker.

Le Summerdrive version 2.0 de Carrefour1

Source : gondola.be

(Auteur : Anne-Sophie Savenier)
L’institut Français du Design, qui récompense chaque année avec son label Janus des entreprises développant des objets et des services connectés qui apportent un bénéfice concret aux utilisateurs finaux, vient d’attribuer le Janus du commerce à Tailor Corner, le tailleur 2.0.

Tailor Corner récompensé d’un Janus du commerce pour son nouveau concept webstore

Le jury du label Janus, composé d’experts en matière d’objets connectés et de nouvelles technologies, a ainsi récompensé les boutiques connectées dont le tailleur 2.0 a fait son atout.  Dans ses boutiques connectées, Tailor Corner revisite les codes classiques et haut de gamme du tailleur pour homme en intégrant les éléments digitaux indispensables à la réalisation des vêtements. Le client bénéficie donc d’un parcours réparti en trois temps forts : la table 2.0 avec le configurateur permettant de choisir la coupe, le tissu et la personnalisation, les murs de tissus afin de toucher la matière et enfin le salon d’essayage pour finaliser les mesures.

Selon Mehdi Cheddadi, cofondateur de la marque, « le prix Janus est une très belle reconnaissance pour nous et pour toutes nos équipes. Tailor Corner s’est toujours inscrite comme une marque avant-gardiste et continuera d’offrir des expériences d’habillement encore plus inédites ».

Parmi les 42 autres entreprises récompensées d’un Janus, on notera également la griffe Fashion Sécurité, qui propose des vêtements de protection (bricolage, jardinage) adaptés aux femmes, tant du point de vue pratique que du style.

Source : fr.fashionmag.com

(Authors : Reuters)
Wal-Mart Stores Inc has taken full ownership of Chinese e-commerce firm Yihaodian.com, buying out the 49 percent stake that it did not already own to accelerate its push online, the U.S. retail giant said on Thursday.

Wal-Mart has bought out a Chinese e-commerce firm

The investment will help Wal-Mart target China’s fast-growing online market at a time when largely brick and mortar retailers are feeling the pinch of competition from online rivals and a slowing of the world’s second-largest economy.

Wal-Mart’s move also comes after China said last month it will allow full foreign ownership of some e-commerce businesses, with the goal of encouraging foreign investment and the development and competitiveness of the sector.

“[Yihaodian’s] local experience, combined with Walmart’s global sourcing and our strong local retail presence and supply chain will allow us to deliver low prices on the products customers need in new and exciting ways,” Neil Ashe, head of Wal-Mart’s e-commerce division, said in a statement.

Wal-Mart, the world’s largest retailer, added the purchase of the stake would help accelerate its e-commerce business in China and boost coordination between its physical and online stores. It did not disclose the price paid for the stake, which was bought from former executives and financial services group Ping An.

Wal-Mart’s Asia head Scott Price told Reuters earlier this year that online retail was important to help tap China’s younger generations and that the firm would increasingly look to weave together its online and offline presence in the market.

Wal-Mart, France’s Carrefour SA and Britain’s Tesco PLC have all seen sales growth slip over the last five years in China, losing market share to local rivals, according to consumer analytics firm Kantar Worldpanel.

The U.S. retailer also announced on Thursday that company insider Wang Lu will take the helm at Yihaodian. The e-commerce firm’s CEO and Chairman had quit earlier this month “to pursue their next venture”.

In 2012, Wal-Mart took control of Yihaodian by bumping up its stake to 51 percent. Yihaodian, though, is dwarfed in China by e-commerce leaders Alibaba Group Holding Ltd and JD.com Inc.

Source : uk.businessinsider.com