Activation Commerciale

(Author : Robert Williams)
Walmart, the biggest discount chain in the U.S. with more than 4,600 stores, added a feature to its mobile payment application to let people immediately start using store branded credit cards, according to a blog post by the company.

Walmart updates app for fast store credit access

The Walmart Pay electronic wallet now gives nearly instant access to Walmart credit cards at all store locations and online after customers are approved — even before a plastic card arrives by mail. Walmart Pay works with any iOS or Android device in stores and with any credit, debit, prepaid or Walmart gift card that users upload to the mobile app. The Bentonville, Arkansas-based company cited a study that found that Walmart Pay is the third-most frequently used mobile wallet in the U.S., behind Samsung Pay and Apple Pay, but ahead of Android Pay.

The company rolled out its mobile pay app in early 2016. Walmart’s credit cards offer 3% cash back on online purchases, 2% on purchases from Murphy USA and Walmart gas stations and 1% cash back on all other purchases.

Walmart is embracing the ways in which today’s consumers want to shop, expanding beyond its focus on squeezing out distribution costs in an effort to offer low prices. That strategy worked for more than 30 years, but other retailers are demonstrating that shoppers don’t have to waste time roaming endless aisles in search of deals, a key part of how Walmart transformed the cost structure of retailing.

Walmart Pay’s new ability to offer instant credit cards comes as analysts and studies say more incentives are needed to boost the usage of mobile wallets. A survey in March found that consumers who were offered incentives use mobile payments inside stores an average of 4.6x in a one-week period compared with 3.1x for people who didn’t receive those incentives. Incentivized in-app purchases were greater at 4x a week, compared with 2.4x without them, according to the study by Auriemma Consulting Group. Mobile pay users, according to the study, are a “highly covetable demographic,” consisting mostly of employed, affluent and college-educated consumers.

For Walmart, coupling its branded credit card with its payment app is likely to provide the retailer with valuable data about its most loyal customers so that it can optimize its marketing efforts to them. 

This latest move exemplifies Walmart’s push for a more convenient shopping experience — like adding in-store pickup and free shipping on many items. Now, customers can access funds almost instantly without the hassle of waiting for a card in the mail. This feature seeks to meet consumers where they already are and offer a seamless payment process that will likely save customers time.

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

(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

(Author : Deena M Amato-McCoy)
Walmart has a new delivery team dropping off customers’ online orders — but they don’t work for a major shipping company or third-party delivery venture.

Walmart leverages ‘employees’ for last-mile delivery initiative

The retail giant is testing a new delivery concept that leverages its own store employees to drop off online orders right at customers’ front doors. The new program is designed to solve the challenges associated with the last-mile of delivery, which include “cutting shipping costs and getting packages to their final destinations faster and more efficiently,” said Walmart’s U.S. digital chief Marc Lore.

The opt-in program, which is app-based, enables employees to set preferences, including how many packages they can deliver, the size and weight limits of those parcels, and which days they’re able to make deliveries after their work shift ends. The app also tries to minimize the collective distance associates need to travel off of their commute when making a delivery.

“Associates are fully in control of their experience. If they don’t want to participate, they don’t have to,” he said. “They can choose to opt in, and they can update those preferences at any time.” The program is a strategic way to combat Amazon’s signature same-day delivery services. Between a network of 4,700 Walmart stores across the U.S. and more than 1 million associates, “our stores put us within 10 miles of 90% of the U.S. population,” Lore said. “Now imagine all the routes our associates drive to and from work, and the houses they pass along the way,” he added. “It’s easy to see why this test could be a game-changer.” The test is currently available in two New Jersey stores, and one in northwest Arkansas. Many orders are being delivered the next day.

Walmart associates are being paid to participate in the program, however the chain did not reveal their compensation, “Associates love having the option to earn more cash while doing something that’s already part of their daily routine,” Lore reported. “An unexpected benefit is they’re finding quicker routes home, thanks to the GPS built into our proprietary app.”

Source : chainstoreage.com

(Author : Marianne Wilson)
So what’s the bottom line? By rethinking stores and testing new ideas with customers in real-life stores, we are improving customers’ experiences and making it easier than ever for them to get what they need as quickly and easily as possible.

 

First Look, Walmart’s next-gen test stores

Walmart is testing new features and technology in two recently-opened supercenters in Tomball, Texas, and Lake Nona, Florida. The stores were fully reimagined — from layout to building and environmental enhancements to added technology — with a goal of improving the shopping experience and making it easier for customers to get what they need as quickly as possible. Here is a peak at the changes:

New Layout: The chain used customer shopping behavior to reimagine the layout for the two stores. For example, services like the beauty salon and tech repair are adjacent to relevant merchandise. Health and wellness departments are consolidated to create a single destination. Baby, toys, kids’ apparel and kids’ shoes form a single destination to ease the shopping journey.

Scan & Go: Scan & Go technology that works both on personal smartphones and Walmart-provided handheld devices is being tested in the two locations. Customers are greeted on their way into the store by a large bank of Scan & Go wands, and new digital produce scales have been added to make scanning weighable items much easier. Scan & Go fast pass checkout lanes allow customers to bypass the traditional checkout process
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SmartLife: New interactive projection technology allows customers to learn about connected devices (such as Google Home, Apple TV, Nest, baby monitors and connected thermostats) and get answers to what is important to them. Since images are projected onto tables and walls, there’s no chance of accidentally damaging a product, and the product details can be updated more quickly through this new platform. This technology is found in the entertainment section of the store, as well as in hardware, baby, and health and wellness for relevant department items.

Integrated Pickup: Shoppers can use the outside drive-thru to pick up weekly groceries and also their prescriptions and Walmart.com orders.

Extended Aisles: Step into the Tomball Supercenter and you’ll find interactive screens offering access to an extended curated selection of online-only items in almost 100 categories. Customers can order products, pay with the rest of their basket at checkout and pick up two days later.

Appointment Setting and Ordering Technology: The two stores are testing a new appointment and ordering kiosk system in the deli area that allows shoppers to place their order, go shopping, then come back to quickly pick it up. If the deli test goes well, the feature could be expanded to pharmacy, auto care center, beauty salon or anywhere ordering and appointment setting occurs.

Next-Gen Call Buttons: Shoppers press a Wi-Fi-connected call button and wearable GPS-enabled devices alert associates that assistance is needed. Associates wearing these devices are trained in specific store areas and are on call to help in the furniture, paint, fabrics, sporting goods and bikes areas of the store.

Source : chainstoreage.com

(Auteur : Yoni Van Looveren)
Jet.com, propriété de la chaîne de supermarchés américaine Walmart, a ouvert une boutique éphémère pour courses quotidiennes à New York dans le concept store Story.

Jet.com teste un supermarché pop-up

Concurrencer Amazon
Le magasin de Jet.com sera ouvert durant six semaines, durant lesquelles divers événements seront organisés notamment avec le chef cuisinier Mario Batali. Pour Walmart, qui a repris Jet.com en vue d’augmenter ses ventes online et afin de concurrencer Amazon, ce pop-up est une nouvelle manière de mettre la pression sur le géant du e-commerce.

Amazon de son côté fait des incursions dans le retail physique, notamment avec des points de retrait pour Amazon Fresh. Les clients d’Amazon Prime peuvent venir y retirer leurs commandes en ligne et ce, sans frais supplémentaires.

Par ailleurs Walmart a créé divers nouveaux services en vue de satisfaire sa clientèle online : les magasins où les clients peuvent venir retirer leurs commandes online sont de plus en plus nombreux et les courses peuvent également être livrées à domicile par des chauffeurs d’Uber et Lyft. Après le reprise de Jet.com, Walmart a racheté d’autres webshops – Modcloth (mode), Hayneedle (ameublement), Shoebuy (chaussures) et Moosejaw (mode) – afin d’élargir l’assortiment du site web et de développer ainsi son empreinte online.

Source : retaildetail.be

(Auteur : Yoni Van Looveren)
Le chiffre d’affaires de l’entreprise d’e-commerce chinoise JD.com a bondi de 40% durant le premier trimestre, et ce grâce à Walmart. Les Américains détiennent 11% des actions de JD.com.

cdn.corporate.walmart

Premier bénéfice net depuis des années
Au premier trimestre JD.com, le numéro deux de la vente online en Chine après Alibaba, a vu son chiffre d’affaires grimper de 41,2% à 76,2 milliards de yuans (10,1 milliards d’euros). Le chiffre d’affaires total des produits vendus via l’entreprise a bondi de 42% à 184,1 milliards de yuans (24,5 milliards d’euros). Par ailleurs l’entreprise a généré un bénéfice pour la première depuis 2014 : le bénéfice net s’est établi à 239 millions de yuans (31,8 millions d’euros).

JD.com attribue ces excellents résultats notamment à l’étroite collaboration avec l’américain Walmart, qui depuis deux ans détient une partie des actions. Ainsi depuis peu le site chinois vend également des produits de la chaîne de supermarchés britannique Asda, propriété de Walmart. De plus le site collabore également avec certains magasins de Walmart en Chine et avec l’enseigne de supermarchés chinoise Yonghui Superstores, afin de pouvoir livrer les commandes en ligne endéans l’heure.

En outre JD.com est depuis peu la première entreprise chinoise à être membre certifié de l’American Apparel & Footwear Association, qui dans le passé a sévèrement critiqué le grand concurrent Alibaba en raison de la vente de produits contrefaits. Cette affiliation JD.com la doit probablement à la puissance de Walmart aux Etats-Unis, ce qui lui permettra d’attirer des marques étrangères désireuses de vendre leurs produits sur son site web.

Source : retaildetail.be

(Auteur :  Le Hub)
Le géant américain de la distribution Walmart vient d’annoncer qu’il allait offrir, à partir du 19 avril, une remise sur environ 10 000 articles commandés en ligne, à condition que les clients viennent les récupérer en magasin.

Walmart offre des remises pour les commandes en ligne récupérées en magasin

La sélection de produits concernés sera même étendue à plus d’un million d’ici le mois de juin. Prise par Marc Lore, président de Walmart.com, l’initiative vise à contrer Amazon et à lutter contre le déclin du retail aux États-Unis.

Les réductions varient en fonction de la taille et du prix des articles. À titre d’exemple, un set Lego affiché à 23,99 $ sur le site Walmart.com ne coûtera que 21,44 $ s’il est acheté en ligne et récupéré en magasin, une économie peut-être insuffisante pour convaincre les clients de se déplacer. En revanche, un téléviseur 4K de Vizio verra son prix de 1 698 $ abaissé de 50 $, un rabais plutôt motivant.

Des économies sur le « dernier kilomètre »
L’idée pour Walmart est de répercuter sur ses clients une partie des économies qu’il réalise sur les coûts de transport, en particulier sur le « dernier kilomètre », qui représente entre 20 % et 40 % du total de la livraison. « Nous pouvons réduire les coûts lorsque nous exploitons notre flotte de plus de 6 700 camions pour livrer des produits directement de nos centres de distribution à nos 4 700 magasins, explique Marc Lore. Et puisqu’il est moins cher pour nous de livrer dans nos magasins plutôt que chez le client, il est normal que ce dernier profite des économies que nous réalisons. »

Bien sûr, Walmart espère qu’une fois sur place, le client en profitera pour faire d’autres emplettes qui gonfleront les marges de l’enseigne. En effet, selon le cabinet d’études américain Forrester, 50 % des acheteurs en ligne qui viennent récupérer leurs achats en magasin ajoutent d’autres produits à leur panier…

Source : lehub.laposte.fr

(Author : Gary Peeters)
American retail giant Walmart is in talks to obtain men’s clothing start-up Bonobos. According to an insider, the company is willing to depart with 300 million dollars (280 million euro) to get the deal done.

Walmart continues online expansion with Bonobos acquisition

Compete with Amazon
While Walmart has a dominant retail position in the physical world, it does not have the online prowess of its major online competitor, Amazon. However, with a string of recent acquisitions, it intends to impose itself online. The latest acquisition being finalized is Bonobos, a men’s clothing web shop that also now has several physical stores.

Recently, it went on an online shopping spree, acquiring companies left and right, including fashion web shop Moosejaw, shoe store Shoebuy and another fashion web shop in the shape of Modcloth. Its biggest acquisition was Jet.com, for which it paid 3.3 billion dollars (3 billion euro).

Source : retaildetail.eu

(Author : Reuters)
Marc Lore, head of Wal-Mart’s e-commerce operations, said he expects the move to boost transactions online and improve customer traffic in stores. “This is a very material change in the value proposition we are offering customers,” he said.

Wal-Mart offers discounts for online orders picked up in store

Wal-Mart Stores Inc will offer ‘pickup discounts’ to US shoppers on items they order online and pick up in-store, as it revamps its e-commerce offerings at a faster pace to close the gap with larger rival Amazon.com Inc. Online orders picked up in store already qualify for no shipping charges since the retailer saves on shipping fees. The latest discounts come on top of that. For example, a Vizio 70-inch 4K Ultra HD television priced at $1,698 for store pick up will qualify for an additional discount of $50.

Marc Lore, head of Wal-Mart’s e-commerce operations, told Reuters in an interview on Tuesday he expects the move to boost transactions online and improve customer traffic in stores.

“This is a very material change in the value proposition we are offering customers,” he said.

Lore said Wal-Mart is able to offer these discounts as it is able to eliminate delivery costs by leveraging its fleet of more than 6,700 trucks to deliver products from warehouses to stores.

The decision to offer these discounts is the latest move by Lore to revamp an existing e-commerce offering from Wal-Mart. The change is expected to improve the retailer’s competitive advantage by making its 4,700 US stores more relevant to shoppers in a digital age, analysts said.

Lore has been at the forefront of bold moves Wal-Mart has undertaken to challenge Amazon since he took charge of the retailer’s struggling online business in August, after Wal-Mart acquired Jet.com, a company Lore founded, for over $3 billion.

Since then he has acquired three online retailers, shuffled Wal-Mart’s e-commerce decks and made two-day shipping free on all online orders over $35, without any membership fees, to compete with Amazon’s popular Prime shipping program.

These moves are in line with the broader push by Wal-Mart’s Chief Executive Doug McMillon to give the retailer an even more dominant position in US e-commerce. Wal-Mart has been investing in e-commerce for the past 15 years, but it still lags far behind its Seattle-based rival. Starting April 19, Wal-Mart will offer pickup discounts on 10,000 items and on more than 1 million products by June.

In a separate blog post, Mark Ibbotson, executive vice president of central operations, said Wal-Mart is expanding its same-day pick up service and is rolling out a pick-up tower – a giant vending machine that delivers packages ordered online when a customer enters a bar code – to more stores.

Source : retail.economictimes.indiatimes.com