Activation Commerciale

(Author : Zac Palm)
Walmart and BuzzFeed’s Tasty have announced a new partnership to sell kitchen supplies and ingredients.

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Walmart and Jet.com struck a deal with BuzzFeed’s Tasty. The partnership will place links for the retailer’s products in Tasty’s how-to recipe and cooking videos on its app. When Tasty app users finish watching a video, they can scroll down to the bottom of the page and find relevant kitchen products from Walmart and Jet.com.

These products range from large appliances like a slow cooker to smaller utensils such as measuring cups. Starting early next year, viewers will also find links to over 2,000 grocery ingredients on both websites beneath videos showing how they can be transformed into a complete meal. The partnership was announced in a Walmart blog post.

Source : psfk.com

(Author : 
Walmart is taking a bit of an nontraditional approach to boost sales ahead of Black Friday and Cyber Monday shopping events by raising prices for products sold online and discounting those same items in physical retail stores.

Walmart is raising prices online to increase in-store traffic

According to The Wall Street Journal, the big-box store has quietly raised prices for household and food items such as toothbrushes, macaroni and cheese, and dog food on its website while the prices in stores remained the same. If there are price discrepancies between online and in-store purchases, Walmart will now highlight this on the product’s web listing to encourage customers to buy them from their local stores.

It’s all part of an effort to increase foot traffic as Walmart continues to compete with Amazon just about everywhere else. Both Amazon and Walmart (and its subsidiary, Jet.com) have been working on similar shopping services and experiences over the past year, such as one that allows couriers to unlock your front door to deliver packages in your home, and a grocery pickup service where customers can order goods ahead of time and drive up to retrieve their order.

With the new pricing strategy, a twin-pack of Betty Crocker Hamburger Helper costs $3.30 on Walmart.com, but goes as low as $2.50 if purchased at a store in Illinois. The aim is to also help reduce processing costs and increase online sales margins, since driving customers to stores means less shipping costs for the retailer. Shipping one box of instant macaroni and cheese from Chicago to Atlanta could cost Walmart as much as $10, reports the WSJ.

Walmart’s strategy is similar to those of Costco’s, which sells items in bulk and are cheaper to buy in stores than online. But as the WSJ points out, it’s still a peculiar strategy for Walmart. (Its slogan is “always low prices.”) While the move may help Walmart boost revenue, it doesn’t quite address how it’ll fight against Amazon for online shopping market share. With declining net income over the past two years, however, the company appears focused on trying to increase revenue overall.

Source : theverge.com

 

(Author : Fitz Tepper)
Walmart and Hudson’s Bay-owned department store Lord & Taylor just announced an interesting partnership — Lord & Taylor will start selling its catalog of high-end fashion merchandise on Walmart.com this Spring.

Lord & Taylor will start selling on Walmart.com

Of course this deal doesn’t mean you’ll see designer pants on the same page as $19.97 Wranglers. Instead, Lord & Taylor will have its own “flagship store” on Walmart.com — which essentially will be a section on Walmart’s website dedicated to goods sold by Lord & Taylor.

For Walmart, this partnership is a way to drive traffic from customers looking for high-end items that otherwise may not be shopping on Walmart.com.

And for Lord & Taylor the deal is also about traffic — department stores are struggling, and opening a store on Walmart.com will give them a bunch of new eyeballs (and potential shoppers) they otherwise wouldn’t have gotten. It’s almost like the modern-day version of renting retail space on 5th Avenue in NYC. Lord & Taylor will keep their existing e-commerce site at lordandtaylor.com, so this new store is really just to attract new customers that wouldn’t otherwise shop with them online.

 High-end fashion has been a category notorious for being hard to sell online, especially as expensive brands have been reluctant to let sites like Amazon and Walmart carry their items. Of course, this doesn’t mean the e-commerce giants aren’t trying — Amazon just launched Prime Wardrobe and Walmart recently bought fashion sites Bonobos and ModCloth.

So this digital store within a store approach is interesting, and could be the best way for for high-end fashion retailers to take advantage of the online traffic and sales being generated by sites like Amazon, without sacrificing their own brand by just listing their items in a sea of millions of alternatives.

If the deal proves to be successful look to see a lot of copycats doing the same thing — because there’s certainly no shortage of department stores and brick and mortar retailers struggling for sales today.

Source : techcrunch.com

(Auteur :  Laurence Faguer)
Grande offensive de charme de Jet.com, le bras armé e-commerce de Walmart, envers les New-Yorkais. Dans Geomarketing, David Kaplan nous présente en avant-première la campagne on ne peut plus offline que lance  Jet.com à Manhattan : la célèbre Metrocard jaune, détournée à sa marque.

MetroCard… Comment Jet.com (Walmart) séduit-il les New-Yorkais

En plus d’une campagne classique incluant affichage métro et bus, Jet.com a créé avec des artistes deux cartes de métro à son effigie, distribuées en aléatoire dans les machines automatiques de 10 stations de métro à Manhattan. Ce n’est pas la première initiative new-yorkaise de Jet.com, acquis par Walmart pour 3.3 milliards de dollars en Août 2016, dans le but de rapprocher e-commerce et magasins. Rien que ces derniers mois :

Juin : ouverture d’un popup store à Brooklyn, en partenariat avec le groupe media Domino (maison, décoration) sur le thème ‘Celebrate summer’
Avant cela, Jet.com avait investit le célèbre concept store STORY en exposant sur une période de 6 semaines le meilleur des produits frais sélectionnés par Jet.com.

Commerce activé par la voix
Pourquoi la carte de métro ? Outre l’objet iconique (par ailleurs en phase d’être remplacé), la raison est à rechercher du coté du Mobile Commerce et du Voice Shopping. Nous savions déjà que le temps de transport est de plus en plus utilisé pour s’informer et passer des commandes sur son mobile. Avec l’activation par la voix, on passe à une nouvelle étape. Recourir à un assistant vocal, explique David Kaplan, devient un réflexe courant pour les consommateurs, avec trois cas d’usage principaux: rechercher une adresse physique, faire un achat rapide ou réserver à l’avance avant de se rendre dans un point de vente (un des derniers exemples à date étant Panera Bread, l’une des premières chaines de restaurants nationale à proposer la commande et le paiement au travers de Google Assistant).

Selon Musab Balbale, VP/GM of health, personal care, beauty pour les canaux e-commerce de Walmart et pour Jet.com, cité dans Geomarketing, “ce qui est intéressant avec le commerce électronique, c’est qu’il ne s’agit plus uniquement de faire des achats en ligne. Les clients viennent sur notre site pour se renseigner sur un produit, voir ce qui leur convient. Ensuite, avec la livraison gratuite en deux jours, nous sommes le bon endroit pour le commander, mais ils peuvent aussi vouloir acheter le produit dans un magasin à coté de chez eux, pour répondre à un besoin d’immédiateté. »

Les cartes de métro seront distribuées en aléatoire dans les machines automatiques et David Kaplan donne aux lecteurs New-Yorkais les 10 stations de métro participantes.

Source : customer-insight-consulting.com

(Autore: gdonews)
Fare la spesa con un robot a fianco che si indiraffa avanti e indietro controllando l’assortimento sugli scaffali sembra materiale da film di fantascienza, ma dal gennaio prossimo sarà realtà in una cinquantina di supermercati Walmart americani, a partire da El Paso e Fort Worth in Texas e Jacksonville in Florida (ma un test preliminare è già stato effettuato in Arkansas, Pennsylvania e California).

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I robottini sono alti circa 60 centimetri e hanno la funzione di controllare gli scaffali identificando prontamente mancanze di prodotto o prezzi o etichette sbagliati, ma, non avendo nessun tipo di braccio, non possono fisicamente riallocare i prodotti. La loro sarà una funzione di controllo continuo, con uan frequenza molto maggiore di quanto può fare al momento il personale “umano”. Maggior efficienza dunque e nessun licenziamento di personale, assicurano da Walmart, che sarà anzi libero di proporre un servizio più puntuale al cliente, dando informazioni e promuovendo le vendite.

C’è da dire che la guerra tra la prima insegna mondiale della Gdo Walmart e il gigante dell’online Amazon sta davvero dando il via a una successione di innovazioni tecnologiche che il retail non vedeva da tempo immemore. Molte delle novità vanno nel senso di esentare dai compiti più noiosi o ripetitivi sia il cliente sia i dipendenti. Tra gli altri esempi, i distributori automatici giganti installati lo scorso luglio per consegnare l’intera spesa direttamente al cliente nel punto di pick-up, e i robot che fanno la spesa al posto del cliente, direttamente in magazzino.

Fonte: gdonews.it

 

(Auteur : Olivier Guyot)
Rapha a installé depuis deux semaines à Paris un café-boutique pour les cyclistes au 16 boulevard des Filles-du-Calvaire. Jusqu’au 4 décembre, la marque britannique offre au sein de cet espace éphémère des cafés aux membres de sa communauté qui se retrouvent là pour des sorties à vélo.

Rapha prépare son arrivée à Paris

Elle présente aussi sur deux niveaux ses collections haut de gamme pour l’homme et la femme, ainsi que les produits dédiés aux membres de son club, avec une proposition de vêtements performance (quatre lignes) et des silhouettes pour les cyclistes urbains de plus en plus conséquentes.

Rapha a amorcé il y a deux ans le développement de sa communauté de cyclistes sur route en France, notamment à Paris où elle cible les adeptes de la petite reine qui se retrouvent à l’anneau de Longchamp, à l’Ouest, et au polygone de Vincennes, dans l’est parisien. Elle avait fait en 2015 une première apparition de deux semaines à Paris. La marque s’est depuis largement développée au niveau international, jusqu’à être rachetée cet été par les héritiers du fondateur de la chaîne de distribution américaine Walmart.

Sa communauté, qui se retrouve régulièrement pour des sorties, mais aussi des voyages partout dans le monde avec comme thème central le cyclisme sur route, reste la première pierre du modèle de la marque créée en 2004 par Simon Mottram. Cette boutique éphémère parisienne est l’occasion pour la marque de mettre en avant son approche avec l’organisation de nombreuses escapades en deux-roues et des ateliers mécanique. Elle doit aussi valider le passage à la prochaine étape.

La marque recherche en effet un emplacement permanent dans la capitale, entre le Haut Marais et le quartier Etienne Marcel. L’inauguration pourrait avoir lieu au cours du premier semestre 2018. Rapha a adopté il y a près de deux ans un modèle où ses produits ne sont vendus qu’en direct (elle dispose déjà d’un site en français) dans ses points de vente permanents et éphémères. Après s’être installée dans le nouveau centre commercial britannique de Bicester, la marque a ouvert ce 23 octobre son 20e magasin (appelé club house) à travers le monde dans le centre de Berlin, au 5 Alte Schönhauser Straße.

Source : fr.fashionnetwork.com

(Auteur : Sharon Camara)
Le numéro un mondial de la distribution veut renforcer sa stratégie digitale dans les deux années à venir. Pour ce faire, le géant américain envisage de digitaliser ses points de vente déjà existants plutôt que d’en construire de nouveaux et aussi dynamiser son commerce en ligne.

Walmart renforce sa stratégie digitale

Walmart prévoit d’augmenter de 40 pour son activité en ligne d’ici à 2019. Celles-ci a connue une forte augmentation de 60 pour cent au cours du deuxième trimestre de l’année 2017.

« Nous combinons l’accessibilité de nos magasins avec l’e-commerce afin d’offrir à nos clients de nouveaux moyens de faire du shopping »,a expliqué Doug McMillon, le pdg de Walmart au site CNBC.

En 2019, l’enseigne ambitionne d’avoir des bénéfices de cinq pour cent d’une année à l’autre grâce à la forte croissance du commerce en ligne et des ventes en magasin. À l’heure où Amazon, le géant américain du commerce en ligne, prévoit d’ouvrir des boutiques physiques, Walmart qui se présente comme le véritable concurrent compte résister en renforçant son offre en ligne. Pour cela, Walmart a tester un nouveau programme permettant à ses employés de livrer les commandes passées en ligne et a surtout investi plus de trois milliards de dollars dans la plateforme en ligne Jet.com. Walmart envisage également l’ouverture de 1000 drives supplémentaires au États-Unis d’ici à 2019.

Source : fashionunited.fr

(Author : Matt Vitone)
Uniquely J promises higher-end products with quality ingredients targeted at urban consumers.

Walmart’s Jet.com Has Developed A Grocery Service Just For Millennials

Walmart thinks it knows the secret to getting inside the elusive Millennial wallet, and is using its Jet.com property as a testing ground for a new online delivery service specifically catered towards the young demographic. Uniquely J, set to launch in the next two months, is a new private label brand under Jet.com that promises to deliver on things that Millennials supposedly care about, including daily essentials and organic items with high-quality ingredients. The site’s offerings will reportedly cross “dozens” of different product categories, and will eventually arrive on Walmart.com in their second year.

Perhaps the most interesting aspect of the whole deal is the packaging, which is intended to attract younger buyers with “bold, edgy” designs that differentiate the products from other similar offerings. Words like “organic” and “fair trade” are displayed prominently on the front, while the products themselves boast names like “badass expresso.”

Uniquely J is yet another way Jet.com is innovating for the metro millennial,” said Jet.com PR Director Meredith Klein in a statement to TechCrunch. “From the boldly designed packaging, to the fun, witty label copy and quality ingredients — everything was designed with this metro consumer in mind.”

Though it’s not exactly clear who this “metro millennial” is, or if they are in the market for “badass expresso,” Uniquely J is just another way Walmart is trying to compete with Amazon and grab a different segment of the market. Amazon’s recent acquisition of Whole Foods has significantly ramped up competition in the grocery space, and Walmart has been trying several strategies to differentiate its offerings.

Source : psfk.com

(Author Paul Sawer)
Walmart has acquired Brooklyn-based delivery startup Parcel, representing the fifth technology startup acquisition by the retail giant in the past 14 months.

Walmart acquires NYC delivery startup Parcel as Amazon battle heats up

Founded in 2013, Parcel is a so-called “last-mile” delivery platform designed to help e-commerce companies get their goods from their premises to customers’ doors. It operates around-the-clock too, delivering packages in scheduled two-hour windows, overnight, or the same day an order is placed.

The offline / online retail war has taken an interesting turn over the past few years. Internet giant Amazon has increasingly edged into groceries and other household goods, and earlier this year Amazon really laid down the gauntlet to brick-and-mortar rivals such as Walmart when it announced it was buying supermarket chain Whole Foods in a $13.7 billion deal.

Walmart, for its part, has been investing heavily in bolstering its e-commerce credentials too, and acquisitions are playing a key part of its strategy — last August, Walmart confirmed it was buying online retailer Jet.com for $3 billion in cash. In the intervening months, Walmart has snapped up online clothing retailer Shoebuy for $70 million; active outdoor retailer Moosejaw for $51 million; and mens clothing brand Bonobos for $310 million.

Parcel launched initially in New York back in 2014, it hasn’t expanded into other markets yet, and it had only raised around $2 million in seed funding — so Walmart is unlikely to have paid crazy money for the startup. Indeed, Walmart did state that the acquisition price was “smaller than previous acquisitions we’ve made this year,” which suggests it was less than $50 million, and in reality it was likely significantly less than that figure.

In terms of what Walmart has in store for Parcel, well, it probably won’t surprise you to learn that it plans to use Parcel’s platform for last-mile deliveries in New York City, covering “general merchandise” as well as “fresh and frozen groceries” from both Walmart and Jet.

However, Walmart is seemingly keen to continue serving Parcel’s existing clients as well. “Parcel has partnerships with several meal kit, grocery and e-commerce companies, and has delivered more than 1 million meals in the past two years,” Walmart said in a blog post. “So our immediate plan is for Parcel to continue serving its existing clients and growing its customer base.”

Source : venturebeat.com

(Author : Sarah Perez )
Walmart announced today it will begin testing a new service that will allow customers with August smart home devices, like the August doorbell and security cameras, to have their packages delivered inside their home instead of left on the doorstep.

Walmart partners with smart lock maker August to test in-home delivery of packages and groceries

This test will also include online grocery orders, which won’t just be placed inside the house like the packages, but will be put away in the fridge and freezer, when appropriate. The retailer says it will soon start this test in the Silicon Valley area with select customers who have opted into to try the new service. The customers will utilize an August smart lock to allow delivery drivers a one-time entry into their home. By using these smart home devices, the customer can see the entire delivery process from start to end, beginning with a notification sent to their mobile device.

The deliveries themselves are being handled by Deliv – a service that Walmart-owned Sam’s Club began testing last year for last mile deliveries in Miami. The Deliv driver will use a one-time passcode to enter the customer’s home with the package or grocery order, then put the cold and frozen groceries away, if need be.

While August is the first smart home partner that Walmart is working with on this effort, presumably, if the tests were successful, Walmart would add other smart home device makers to the list of supported device in the future.

The company didn’t say what this new service would cost, instead noting that pricing is something that the experiment will focus on. In other words, Walmart will try to determine what price a customer is willing to pay for this added convenience.

This is the first time that Walmart had trialed a service where delivery personnel would directly enter a customer’s home, but its subsidiary Jet.com recently struck a deal with smart access provider Latch to improve deliveries in urban markets. In that case, however, residents living in 1,000 apartment buildings were receiving a free Latch system for the exterior door of their building, which would allow them to securely allow access to delivery personnel. With the August partnership, Walmart customers both inside and outside cities could take advantage of the service, if they were also August device owners.

“We’re excited to be running this test in Silicon Valley with a handful of August Home customers, all of whom have opted-in to participate in testing this new concept,” said Sloan Eddleston, Vice President, Walmart eCommerce Strategy & Business Operations, in Walmart’s announcement. “And we want to do more in the future by delivering groceries and other orders in whatever location works best for our customers – inside the house for some and in the fridge/freezer in the garage for others,” Eddleston added.

The effort is one of many e-commerce innovations the retailer has developed as it continues to battle with Amazon.

In recent months, Walmart has also introduced a membership-free, 2-day shipping program; a pickup discount for those who ship-to-store; curbside grocery pickup and, in some places, delivery through a partnership with Uber. It has been testing other initiatives, too, like using Walmart store staff to drop off customers’ online orders while on their way home. Walmart didn’t say how long it will run this latest test, or if it plans to expand it in the future to more cities.

Source : techcrunch.com