(Author :  Retail Design Blog)
In the 1950s in New Zealand a few men got together to sell fish. So far, there is nothing unusual about this. However, their idea was to only sell top quality fish. This principle has reaped rewards and continues to be the company philosophy of Lee Fish to this day: respect for and in harmony with nature, the sea, the fish and the fishermen is their top priority.

El Pescador fish market

Today, Lee Fish is an international company with branches in New Zealand, Australia, Europe, Asia and the US and sells products from partners in Australia, Japan, the Philippines, the Maldives, Malaysia and Sri Lanka. The El Pescador fish market in Sihlbrugg in Switzerland is part of the Lee Fish group. El Pescador is much more than just an ordinary fish shop. It includes a shop, a small restaurant, and even a cookery school. El Pescador’s passion for quality fish and sustainable fishing is reflected throughout the 450-square metre shop.

El Pescador fish market1

As soon as you enter, you will be blown over by the truly spectacular interpretation of the world of Lee Fish. The dark environment envelops the products like the depths of the oceans. Skewed reflective foil on the walls create reflections on the floor that are reminiscent of the play of the sunlight on the surface of the water. El Pescador is the Spanish word for fisherman. The English translation of the word parts Pescad and Or is golden fish. The large, almost golden illuminated ring above the central round cooling counter is a true eye-catcher. This impressive structure is complemented by large-size fish prints, smoked oak, a concrete floor and white tiles.

Source : retaildesignblog.net

(Auteur : Bertrand Leseigneur)
On parle tout le temps d’expérience client dans les magasins, mais les espaces de restauration et les bars aussi essayent d’innover.

Réinventer l’expérience client dans un bar

Nous avons déjà parlé ici du cas Eatsa pour la restauration rapide, voici maintenant le cas d’un bar de Brooklyn: le Randolph Beer Bar et son Beer ATM. Qui n’a jamais eu à attendre 15mn que le barman daigne vous jeter un coup d’oeil pour prendre votre commande dans un bar bondée. C’est le problème auquel s’attache Randolph Beer Bar avec son nouveau système de service par le client.

Dans ce bar, 24 bières sont proposées en self-service. Pour utiliser ce système il suffit simplement d’aller au bar pour échanger sa carte bancaire contre une carte RFID du bar…..et un verre à bière. Vous pouvez alors aller au mur de bières. Les 24 bières sont toutes équipées d’un mini-écran sur lequel vous pouvez découvrir des informations.

Une fois que vous avez décidé de la bière que vous dégusterez, il suffit simplement de placer la carte RFID du bar sur le petit réceptacle devant l’écran afin de vous servir en bière. Énorme avantage, vous ne payez que pour la quantité que vous verserez dans votre verre. Vous pouvez ainsi tester des bières sans avoir à remplir un verre entier. Vous pouvez aussi bien sur comme vous le voyez, remplir un verre entier et payer le prix en fonction de la quantité.

Le barman reste présent bien sur pour toutes les commandes de bières un peu plus sophistiquées ou pour les alcools forts et cocktails. La technologie et l’expérience client permettent ainsi de répondre à plusieurs problèmes des clients tout en permettant au barman de montrer ses vraies compétences. Quand vous souhaitez quitter le bar, il vous suffit de présenter votre carte RFID au barman qui pourra alors lire le contenu de votre commande et vous faire payer avec votre carte bancaire. Intelligent et novateur.

Source : soparticular.com

(Auteur : Patrice Bernard)
Si les banques ont acquis la conviction que la FinTech représente une formidable opportunité pour elles d’accélérer leurs cycles d’innovation, leur culture reste un frein majeur aux initiatives. Heureusement, de temps en temps, une réussite apporte une lueur d’espoir et la collaboration entre PayCar et BNP Paribas en est un exemple.

PayCar et BNP Paribas, une relation fructueuse

L’histoire commune de la startup et de l’institution financière a commencé il y a plus d’un an, quand la première est entrée dans la première promotion de l’accélérateur de la seconde (ou plutôt de l’Atelier, pour être précis). Quelques mois plus tard, en novembre 2016, la relation se resserrait avec une participation de la banque au premier tour d’investissement de PayCar, à hauteur de 1,3 millions d’euros. Enfin, depuis quelques jours, la solution de la jeune pousse s’intègre dans plusieurs offres du groupe.

L’option de paiement PayCar – destinée à fluidifier les ventes de véhicules d’occasion entre particuliers, en substitution du chèque de banque – a ainsi fait son apparition dans les services en ligne de BNP Paribas ainsi que dans le catalogue de la filiale de crédit à la consommation Cetelem, tandis que Cardif, qui était le partenaire référent de la startup dans sa phase d’accélération, a soutenu la co-création d’un nouveau produit, baptisé Cocoricar, associant le paiement sécurisé et une garantie de 3 mois du véhicule cédé.

Dans les deux premiers cas, l’intégration est minimale : l’ensemble des démarches nécessaires à une transaction (ouverture de compte et certification d’identité des parties, séquestre des fonds déposés par l’acheteur et confirmation finale du transfert vers le vendeur) est réalisé via les applications web et mobile de PayCar. BNP Paribas (ou Cetelem) intervient uniquement pour faciliter l’exécution du virement vers le compte PayCar de l’acquéreur (et offrir une réduction sur les frais facturés au vendeur).

Ce partenariat aux multiples facettes représente une excellente opération pour PayCar, qui y trouve une réponse idéale au principal handicap de son modèle : la position de tiers de confiance qu’elle assume dans des échanges d’argent de montants importants, extrêmement difficile à établir en tant que nouvel entrant, est immédiatement confortée par le soutien actif d’un acteur tel que BNP Paribas, qui, dans le même temps, expose la solution à ses millions de clients. Il s’agit là d’un parfait exemple de ma théorie de l’équilibre des valeurs entre startups et grands groupe (innovation vs. marché).

Du point de vue de la banque, les bénéfices potentiels de la collaboration sont plus sujets à caution. D’un côté, la mise à disposition d’un service innovant et utile constitue un élément appréciable de différenciation concurrentielle. De l’autre (et en dehors du dispositif mixte Cocoricar, plus convaincant), le faible degré d’intégration laisse entrevoir les limites actuelles de la capacité des institutions financières à profiter réellement des opportunités portées par la FinTech : on est encore bien loin de la convergence promise.

En effet, non seulement BNP Paribas paraît faire la promotion d’une offre qu’elle reconnaît implicitement être incapable de concevoir elle-même (alors qu’elle est directement concurrente d’un de ses produits – le chèque de banque), mais elle néglige aussi de délivrer l’expérience client optimale, immergée dans ses propres services, qui distinguerait sa contribution. Probablement faut-il voir derrière cette faiblesse le défaut n°1 des grandes structures, à savoir la lenteur des projets, qu’il devient urgent de corriger.

En dépit de ces quelques réserves, il est tout de même rassurant de voir que les efforts conséquents que déploient les banques en vue de développer des relations fructueuses avec les acteurs émergents parviennent quelquefois à produire des résultats concrets. Même si cette approche par la coopération n’est pas la seule voie possible en matière d’innovation dans les services financiers, elle aura certainement sa part dans les modèles de demain et elle a donc besoin de s’affermir et s’ancrer dans la culture interne.

Source : cestpasmonidee

(Author : Daphne Howland)
A slew of products from Ikea, including lamps, furniture and home goods, are now available for sale on Amazon, with many if not most products available to Prime members with free two-day shipping.

Ikea sets up shop on Amazon

Just last week, a spokesperson told Retail Dive that Ikea was “curious” about third-party sales and wants “to explore new areas and get new insights on how to reach and serve more of the many people. One part of that is that we are open to the idea of piloting and testing making IKEA products accessible through other online platforms than our own.”

The Swedish furniture retailer has been slow to e-commerce, a fact that former Ikea CEO Peter Agnefjall​ last year attempted to spin as a positive, saying that the late entry could allow more nimble mobile capability from the outset.

For Ikea, things have apparently swiftly gone from the idea stage to showcasing products on the world’s biggest e-commerce retail site. Earlier this month, observers speculated about possible Ikea e-commerce partners, floating the possibility of Walmart’s new Hayneedle online furniture unit, which was acquired along with Jet.com last year, and Walmart.com’s own marketplace, among others, as possibilities. Amazon, as it so often does, appears to have won, though it’s not clear that the tie-up is an exclusive one.

The idea that made Ikea the global phenomenon it is today — flat-packed furniture that fits into a car — was to have the customer take care of the final stages of manufacturing and the last-mile of delivery. The company known for its cheap-but-chic furniture now operates some 300 stores in 27 countries, and does roughly $36 billion in sales annually.

But the logistical sweet spot may be why the company has been so slow to e-commerce. Unlike many retailers that have long relied on catalogs to drive home delivery, Ikea has leveraged its catalog to build the brand and make it easier for customers to navigate its massive stores, probably because the size and weight of furniture delivery makes it particularly expensive to sell online.

“This is an area where shipping fees can really take a toll because you’re moving furniture,” Jaimee Minney, VP of marketing and public relations at Slice Intelligence, told Retail Dive last year. “The big challenge, unique to e-commerce, is how best to maximize the shipping and handling aspect. When you have gigantic stores you don’t have to think about it as much.”

The partnership helps further both Amazon’s and Ikea’s aims. Online furniture sales have emerged as a major growth area in e-commerce, rising 18% in 2015, second only to grocery. Some 15% of the $70 billion U.S. furniture market is now online, according to IBISWorld data. In this environment, Amazon and Target are each reportedly looking to boost their furniture sales, in a challenge to online retailer Wayfair, which does offer free shipping for all orders over $49.

Source : retaildive.com

(Author : Daphne Howland)
Walmart’s latest e-commerce acquisition will be a takeover of menswear site Bonobos for $310 million in cash, a deal that’s been rumored for months, the brick-and-mortar retail giant announced Friday.

Walmart buys Bonobos for $310 million

Unlike many startups, Bonobos, founded in 2007 by co-founders Andy Dunn (who in 2015 returned as CEO) and Brian Spaly (who founded Trunk Club and this year left the concierge service, now owned by Nordstrom) generates a profit and enjoys $150 million in annual sales, raising about $127 million to date from investors including Accel Partners, Lightspeed Venture Partners and Nordstrom.

Dunn will remain to oversee the Walmart’s collection of digitally-native vertical brands, reporting to U.S. e-commerce chief Marc Lore, according to a Walmart press release. The startup joins online shoe retailer Shoebuy (a challenge to Amazon’s Zappos), online outdoor retailer Moosejaw, and vintage-inspired online women’s apparel seller Modcloth in a string of acquisitions by the brick-and-mortar retail giant under Lore since its $3.3 billion purchase of Lore’s Jet.com last year.

The payoff from Walmart’s recent acquisitions, starting with Jet, has been swift: In its most recent quarter, Walmart’s e-commerce sales ballooned 63% with an attendant 69% rise in digital gross merchandise volume. But the new numbers that Wal-Mart is delivering in the digital space aren’t just thanks to Jet or its widely heralded pricing algorithm. The brick-and-mortar stalwart, with Jet founder Marc Lore at the helm as its new U.S. e-commerce chief, has also been gobbling up pure-play specialty retailers at a rapid clip.

These new brands help Walmart improve the experience for existing customers and extend its reach to new customers, Ravi Jariwala, senior director of public relations at Walmart.com, told Retail Dive last month. Bonobos in particular has branched into brick and mortar, devising Bonobos Guideshops that provide opportunities to see, feel and try on clothes; Bonobos now has 35 Guideshops across the United States and in 118 Nordstrom stores and on Nordstrom.com. 

“We’re seeing momentum in the business as we expand our value proposition with customers and it’s incredible to see how fast we’re moving,” Lore said in a statement Friday. “Adding innovators like Andy will continue to help us shape the future of Walmart, and the future of retail. I’m thrilled to welcome Andy and the entire Bonobos team. They’ve created an amazing product and customer experience, and that will not change. In fact, Andy will be a great influence on the company, especially in leading our collection of exclusive brands offered online.”

For Dunn’s part, the acquisition is an opportunity to work with a mentor and “become the market leader in all of premium menswear,” Dunn wrote in a blog post. “Marc is the best in the world at building upstart third-party brand e-commerce properties. He and I will now leverage our combined know-how and, with the biggest company in the world behind us, take on creating the leading vertical e-commerce platform.”

Those new customers are in demographic groups that don’t generally frequent Wal-Mart stores; the average Wal-Mart customer is less wealthy and quite a bit older than those typically shopping at Target and Amazon. The company has had difficulty in the past moving beyond that core base.

In addition to more digital sales and an expanded customer base, the startups are providing talent and technology, Keith Anderson, VP of strategy and insights at retail intelligence firm Profitero, told Retail Dive. “They have access to brands, buying teams … they have merchants and software engineers that might not move to Bentonville or Silicon Valley,” he said. “It probably has as much to do with creating a safe landing for companies that didn’t have a path forward as independent entities, but had a nice search authority.”

Indeed, as with Dunn’s planned role at Walmart, Shoebuy CEO ​Mike Sorabella now heads up footwear for all of Wal-Mart’s e-commerce, including Jet.com and Walmart.com, while Moosejaw CEO Eoin Comerford similarly runs the company’s outdoor e-commerce vertical. That means that brands that may want to sell through Wal-Mart have enhanced opportunities too, with options to sell through one site or another (or more), Jariwala said.

Walmart has made it clear that the brands will continue as standalone sites, and executives from those companies have sought to ensure loyal customers that little will change. And it’s not likely to, Kelly-Jo Sands, EVP of marketing technology at marketing firm Ansira, told Retail Dive. “If you tie [Wal-Mart and Modcloth] too closely together, you might see a fanatic backlash, but you might also see expectations of the prices to come down.”

The new brands are unlikely to take part in some of Lore’s e-commerce solutions. To combat high last-mile delivery costs, for example, Wal-Mart now provides discounts on items bought online but picked up store. While it’s very likely that many Bonobos or Modcloth customers live near a Wal-Mart store, however, offering in-store pick up could invite branding and pricing conundrums for the “always low prices” juggernaut.

Source : retaildive.com

(Autore: Filippo Piva)
Dall’arredamento alla cucina: Ikea Canada lancia la curiosa serie di poster per realizzare piatti sfiziosi nella massima velocità, andando a disporre tutti gli ingredienti direttamente sul foglio delle istruzioni. 

1497869658_Ikea-evidenza-1280x628

Non ci sono brugole e non ci sono tasselli, bensì sale, pepe e filetti salmone. Eppure anche in questo caso stiamo parlando di istruzioni Ikea. La divisione canadese del colosso dei mobili made in Svezia, celebre in tutto il mondo per le sue iconiche istruzioni illustrate, ha deciso di fare un ulteriore campo nel mondo della cucina. Oltre alle storiche polpette e ai biscotti allo zenzero, Ikea Canada propone infatti il progetto Easy Recipe Series: una collezione di poster simili a illustrazioni da colorare, da riempire però con tutti gli ingredienti necessari per preparare un vero e proprio piatto. Con uno sforzo davvero minimo.

Come potete vedere nel video qui sotto, i diversi ingredienti (in gran parte provenienti dall’offerta food di Ikea) vengono posizionati direttamente sulla carta seguendo fedelmente le indicazioni scritte con colore alimentare. Una volta riempito ogni campo del poster con spezie, salse, pesce o frutta è possibile accartocciare tutto quanto al grido di Cook this page, cucina questa pagina, e completare la preparazione passando eventualmente dal forno.

E così ecco pronte insalate di gamberi & co, montate – è proprio il caso di dirlo – in poche, semplici mosse.

Fonte: gqitalia.it

(Autore: Chiara Bertoletti)
Una mossa da quasi 14 miliardi di dollari che scuote la gdo tradizionale. Amazon fa sul serio. Fa sul serio nel canale virtuale, in quello fisico e in tutte le categorie di prodotto. Dopo aver conquistato il mondo online con l’elettronica e il non food, dopo essere entrato nell’alimentare fresco con Amazon Fresh, dopo l’esperimento di supermercato di prossimità con Amazon Go arriva il grosso colpo nel retail tradizionale con l’acquisizione della catena Whole Foods Market.

Whole-Foods-market

Un’operazione da 13,7 miliardi di dollari (circa 12,2 miliardi di euro) che porta in dote al gigante di Seattle oltre 460 store tra Usa, Canada e Stati Uniti, accomunati da una filosofia di assortimento biologico certificato e immagine green. La transazione di 42 dollari per azione dovrebbe essere ufficialmente chiusa nella seconda metà del 2017 e segna l’ingresso ufficiale di Amazon nel mondo del salutismo e del benessere (difficile, in effetti, pensare che proprio Bezos rinunciasse a cavalcare questo macro trend internazionale).

Amazon ha sottolineato che Whole Foods continuerà a gestire i supermercati con il proprio marchio e che John Mackey resterà l’amministratore delegato, così come la sede dell’insegna resterà ad Austin, in Texas. “Whole Foods sta facendo un ottimo lavoro e vogliamo che questo continui”, ha sottolineato proprio il numero uno Jeff Bezos in una nota.

In effetti, la razionalizzazione della rete portata avanti da Whole Foods nell’ultimo periodo va di pari passo a una volontà di ammodernamento del format, concretizzato in particolare con l’insegna convenience 365 rivolta al target dei Millennials e lanciata lo scorso anno in ottica di progressivo sviluppo.

Fonte:mark-up.it

(Author : China Retail News)
Chinese e-commerce group Alibaba and the Internet fresh food platform Yiguo signed an equity transfer contract, under which Alibaba will purchase 18% shares of Lianhua Supermarket from Yiguo.

Alibaba To Acquire 18 Stake In Lianhua Supermarket

According to a report published by Bailian Group, Alibaba will gain 201,528,000 Lianhua domestic shares, making it the second largest shareholder of Lianhua. Meanwhile, Yiguo will still hold a 1.17% stake in Lianhua.

Lianhua Supermarket is a related company of Shanghai Bailian. It was launched in 1991 and it mainly operates hypermarkets, supermarkets, and convenience stores. By December 31, 2016, Lianhua Supermarket and its subsidiaries had a total of 3,618 stores, covering 19 provinces and municipalities in China.

In February 2017, Alibaba Group and Bailian Group announced a strategic cooperation in Shanghai. The two parties said that based on big data and Internet technologies, they would seek full cooperation in six sectors, including full business integration and innovation, new retail technology development, high-efficiency supply chain integration, membership system interoperation, payment and finance interconnection, and logistics system collaboration. However, they did not mention capital cooperation at that time.

Alibaba Group said that they will rebuild new retail smart stores with big data in the future to improve consumer experience and business operation efficiency.

At present, the two parties are discussing specific plans for their supermarket business cooperation. Lianhua Supermarket’s 3,618 stores around China are expected to be the first to have new retail distribution and transformation.

Source : chinaretailnews.com

(Author :
Amazon is buying American supermarket chain Whole Foods for $13.7 billion, the online retail giant announced today. The acquisition is technically happening as part of a merger agreement that will see Amazon will pick up the supermarket’s net debt and purchase its stock at $42 per share.

Amazon is buying Whole Foods for $13.7 billion

The brick-and-mortar stores will continue to operate under the Whole Foods brand once the deal is complete, which is expected to happen later this year, but is subject to approval by the supermarket’s shareholders.

“Millions of people love Whole Foods Market because they offer the best natural and organic foods, and they make it fun to eat healthy,” Jeff Bezos, the founder of Amazon, said in a statement. “Whole Foods Market has been satisfying, delighting and nourishing customers for nearly four decades – they’re doing an amazing job and we want that to continue.”

Whole Foods will keep its headquarters in Austin, Texas, and the company’s CEO John Mackey will remain in his post. “This partnership presents an opportunity to maximize value for Whole Foods Market’s shareholders, while at the same time extending our mission and bringing the highest quality, experience, convenience and innovation to our customers,” Mackey said in a statement.

Amazon has opened its own brick-and-mortar locations in recent years, including bookstores and a small, experimental market with no cashiers or checkout lines. And while it has been delivering groceries for years under the label of Amazon Fresh, the company hasn’t been shy about wanting to expand those efforts by way of establishing a physical presence across the country. In December, for example, the Wall Street Journal reported that Amazon was exploring ways to open up to 2,000 grocery store locations under its own brand.

Source : theverge.com

(Author : : Ellen Smith)
Grocery vending machines have taken over a Walmart parking lot in Oklahoma as the superstore chain experiments with alternative grocery shopping methods.

Walmart Has Implimented a Giant Grocery-Dispensing Self-Serve Kiosk

The giant self-serve kiosk allows customers to pick up their groceries without waiting in lines, or interacting with employees. Customers pick and pay for their groceries online, while store employees gather and pick the selected items, placing them in storage bins. When the customer arrives at the kiosk, they simply enter their pick-up code, and their groceries will appear within a minute.

This grocery vending machine is open 24/7 and can fulfill hundreds of orders a day. The kiosk provides convenience and efficiency, limiting a sometimes hours-long excursion to just a few minutes. Ideal for busy families, or lovers of efficiency, Walmart’s kiosk could revolutionize the grocery market, creating an experience with as little human interaction as possible.

Source : trendhunter.com