Activation Commerciale

(Author : Marianne Wilson)
Walmart has added another online asset to its battle against Amazon.

Walmart acquires specialty outdoor retailer
The chain announced it has acquired Moosejaw, an outdoor retailer know for its social media marketing expertise and strong online following among younger consumers, for approximately $51 million. The acquisition, which closed on Feb. 13, is Walmart’s second acquisition in less than two months. In late December, the chain’s unit acquired online footwear retailer ShoeBuy.
Founded in 1992 and based in Madison Heights, Michigan, Moosejaw has a significant web presence and also operates 10 stores. It carries more than 400 brands, including such higher-end labels as Patagonia, The North Face, Marmot, and Arc’teryx.
Walmart said that Moosejaw will continue to operate its site and stores as it has in the past, and will be run as a standalone and complementary brand to the discounter’s other e-commerce sites.
“Moosejaw CEO Eoin Comerford, his executive team, and Moosejaw’s 350-plus employees will continue to be based in Michigan, and will join our new U.S. e-commerce retail organization,” Walmart stated.
Walmart also noted that Moosejaw suppliers “that are interested in expanding their consumer reach will now have the opportunity to serve more customers through and our other e-commerce sites.”

(Author : Jana Pijak)
Walmart’s Holiday Helper Staff Aimed to Speed Up Checkout Times.

Department Store Holiday Helpers

Walmart’s in-store holiday helpers were stationed in stores across America this past December in an attempt to speed up checkout times while providing customer service in the process.

Wearing bright yellow uniforms and holding signs that read “S’no line here!” the helpers aided department store visitors with wayfinding, leading them straight to checkout lines that were made speedier and more efficient with their presence — easing the stress of consumers who are used to more hectic holiday shopping experiences.

While simple, Walmart’s decision to hire holiday helpers was one that eased the lives of those doing their holiday shopping, a task that is synonymous with long in-store lineups and massive crowds. This marketing tactic not only improved consumer engagement but also ensured that Walmart’s in-store transactions were handled more efficiently internally.

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(Auteur : Tanguy Merrien)
Le géant de la distribution américain vient de créer un service de vente de véhicules, VN et VO, dans 25 de ses centres et quatre villes du sud du pays. D’ici deux ans, l’initiative pourrait s’étendre aux 10000 points de vente de l’enseigne…

Walmart va commercialiser des voitures

Des voitures disponibles dans des centres commerciaux est une initiative enfin devenue réalité. En tout cas aux Etats-Unis. En effet, le géant de la distribution US, Walmart, va commercialiser à compter du 1er avril prochain des véhicules neufs et d’occasion dans vingt-cinq de ses centres, tous situés dans quatre villes du sud du pays : Dallas, Houston, Phoenix et Oklahoma City.

La démarche est rendue possible grâce à l’accord passé entre Walmart, CarSaver, spécialiste de la distribution automobile sur le Net aux USA, une sorte d’AramisAuto américain, AutoNation, un des plus grand concessionnaires outre-Atlantique ainsi qu’Ally Financial, une société de financement.

A terme, CarSaver a annoncé vouloir incorporer tous les centres Walmart du pays d’ici deux ans. 10 000 sont dénombrés aux USA. Concrètement et dès le début de l’opération, les centres Walmart sélectionnés intégreront des stands CarSaver où les vendeurs feront le lien avec les clients, leur proposant des véhicules neufs, d’occasion ou zéro kilomètre accompagnés de services de financements.  A l’issue de ces premiers contacts, CarSaver mettra directement en relation, via téléphone ou Internet, le client avec un des points de de vente du groupe AutoNation pour finaliser la vente.

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(Auteur : Jeanne Dussueil)
Walmart, le géant américain de la grande distribution, a annoncé le rachat pour 70 millions de dollars de Shoe Buy, spécialisé dans la vente de chaussures. Cette acquisition est réalisée via sa nouvelle filiale, entreprise e-commerce américaine rachetée 3 milliards de dollars l’été dernier par Walmart.  


Lancé en 1999, ShoeBuy affiche à ce jour 800 marques partenaires dans l’habillement, les chaussures et les accessoires pour hommes, femmes, et enfants. En 2006, le site avait été racheté par le groupe américain IAC (propriétaire notamment de Match Group, Ask, Vimeo). ShoeBuy revendiquait alors 1 300 marques partenaires. De fait, l’Américain n’aura pas construit la même notoriété que le rival Zappos, passé dans le giron d’Amazon en 2009.

Walmart, le groupe historique aux 11 500 magasins présent dans 28 pays au travers de 63 enseignes, entend ainsi accélérer face au groupe de Jeff Bezos. ShoeBuy, qui livre les produits de sa plateforme dans 50 pays, lui permet surtout d’étendre ses activités, face à l’appétit de son rival. ShoeBuy va venir renforcer, «dans cette catégorie, où les produits sont en longue traîne, génèrent des marges importantes, et où les marques sont difficilement répliquables», a indiqué Marc Lore, cofondateur de dans une interview à Recode. L’enjeu sur ce segment est de taille. Depuis fin 2015, Amazon a précisé ses intentions dans l’univers de la mode, en annonçant la conception et la vente de ses propres marques de prêt-à-porter.

Basée à Boston, ShoeBuy restera active et supervisera les 200 employés du site. En 2016, Walmart, la maison-mère, a présenté 482 milliards de dollars de chiffre d’affaires.

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(Author : kate Dingwall)
Shopping at Walmart is no longer just about low-price groceries and home goods now – consumers can purchase luxury products, including platinum watches and leather goods, from Walmart’s new shopping platform.


Celine bags (retailing for over $3000), Miu Miu sunglasses, Chanel perfume, Michael Kors handbags, and Rolex watches  (retailing for over $65,000), have reportedly been found on Walmart’s e-commerce platform.

Walmart’s third-party e-commerce platform, which is integrated seamlessly into the brand’s regular e-commerce platform, allows independent sellers to sell new or like-new products. The website carries everything from toys to games to luxury items.Walmart launched its marketplace in 2009, but the website just received a major design overhaul. This upgrade on the marketplace platform puts Walmart in direct competition with Amazon and is the second-most-visited e-commerce website in the United States, bringing in 88 million visitors per month. This expansion allows Walmart to reach a wider range of consumer by giving by stocking merchandise on its website that it may not have in its stores, like Michael Kors handbags and Chanel perfumes.

Many of the third party sellers purchase overstock, and resell it through Walmart’s platform, which is how items like Michael Kors handbags and luxury perfumes end up on the website. Other retailers like Stile sell new and slightly used luxury handbags from brands like Celine.

Unlike Amazon and eBay, only sellers who are invited by Walmart can offer products on the site. Walmart chooses stockists based on what products categories are missing from its current inventory. All sellers are responsible for the pricing, fufillment, and customer service of the order.

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(Author : Elisabeth Menant)
Shelving the correct product in the proper place is always a big challenge for retailers, especially when it comes to large-scale retail outlets. For example, retailers often encounter “false” out-of-stocks, that is, the item is nowhere to be found, at least not by the customer. It is simply misplaced.


In general, by hand, the scanning process would take an employee about a month to complete in a Walmart store. To improve the efficiency and lower prices, Walmart planned to deploy drones in its stores, as it just takes a day or less to accomplish the same task. Before scaling the use of these drones across its network of roughly 190 U.S. distribution centers, Walmart is currently conducting the test in its 1.2 million-square-foot distribution center in Bentonville, Arkansas. The drones, which can operate on autopilot, fly through the aisles snapping 30 images a second, and delivering real-time datato employees in back office. The real-time imaging on the screen will tell whether the correct product is shelved in the proper place: when a green box pops up, it signals the all-clear for the shelf in question; a blue box indicates the product is missing, and a red icon means there was an error while stocking the center’s shelves.

While most of business owners consider “Shelf-facing” of critical importance in the supermarket, “small things” like shelf verification also make a difference. Letting customers find easily right product on the right place, with right label gives them a differentiated shopping experience.

For supermarkets owners like Walmart, deploying automated tools to replace human labour in large-scale place saves both time and energy. In addition, as machines can work constantly, employees in the back office will get real-time data and react in time if something goes wrong. And data generated by the drones can be used afterwards to help in decision-taking.

Another advantage of machines deployed in the workplace is their versatility. According to Shekar Natarajan, a Wal-Mart vice president working on the Walmart project, the technology could also have additional uses across the business, from everything to crop monitoring to package delivery.

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(Auteur : Elisabeth Menant)
Ranger le bon produit au bon endroit est toujours un défi pour les distributeurs, surtout quand on parle de distribuer à grand échelle. Les détaillants se heurtent par exemple souvent à « false » out-of-actions, qui est, l’élément est introuvable, en tout cas introuvable pour le client. Il est tout simplement déplacé. Il n’est pas à sa place.


L’inventaire « à la main » d’un magasin Walmart prend à un employé environ un mois. Pour améliorer l’efficacité et baisser les prix, Walmart a prévu de déployer des drones dans ses magasins, permettant d’accomplir la même tâche de numérisation en moins d’un jour.

Avant le déploiement de ces drones à travers le réseau d’environ 190 centres de distribution américains, Walmart procède à l’essai dans son centre de distribution de 1,2 million de mètres carrés à Bentonville, Arkansas. Les drones, pouvant fonctionner sur le pilote automatique, volent à travers les allées, prennent 30 images par seconde et les données sont transmises en temps réel aux employés du back-office. L’imagerie instantanée sur l’écran dit si chaque produit est au bon endroit. Quand une signal vert apparaît tout est en ordre, bleu indique que le produit est absent et rouge signifie qu’il y avait une erreur de stockage.

Alors que la plupart des propriétaires d’entreprise considèrent le « facing » d’une importance cruciale dans les supermarchés, les « détails » comme la vérification du plateau permettent aussi de se différencier. Donner la possibilité au client de trouver le produit facilement avec un étiquetage de qualité, cela valorise l’expérience en magasin et cela permet donc de se différencier.

Pour les propriétaires de supermarchés comme Walmart, le déploiement des outils automatisés remplaçant le travail de l’individu, à grande échelle, permet d’économiser du temps et de l’énergie. En plus, les machines peuvent travailler sans interruption. Les employés du back-office obtiennent des données en temps réel et sont capables de réagir à temps si quelque chose est anormal. Les données générées par les drones peuvent également être utilisées pour aider à la prise de décision.

Un autre avantage des machines déployées sur les lieux de travail, c’est la polyvalence. Selon Shekar Natarajan, Vice-Président de Walmart travaillant sur le projet, la technologie pourrait également permettrent des utilisations complémentaires à l’entreprise,  de la surveillance à la livraison.

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(Auteur : Benjamin Fitzgerald)
Walmart Stores Inc said it was launching its warehouse retail business Sam’s Club and a store for imported products on Inc’s platform, three months after the world’s largest retailer took a stake in the no. 2 Chinese e-commerce company.

Walmart Stores will also start a two-hour delivery service from its stores in select Chinese cities on Thursday for orders placed on JD Daojia,’s grocery business. The delivery service will be available from more than 20 Walmart stores in China, and are expected to double by the end of the year.

Walmart’s global import store, set to be launched on Friday on JD Worldwide, will give Chinese customers access to products imported by Walmart from its stores around the world. The efforts, part of the agreement announced between the two companies in June, are being launched in time to woo Chinese customers ahead of the Singles’ Day shopping festival on Nov. 11.

The U.S. grocery giant said in June it would sell its Chinese online grocery store Yihaodian in return for a 5 percent stake in, to cure ailing sales in one of the world’s toughest retail markets. For the Sam’s Club store, Walmart said it would stock merchandise in JD’s warehouses and use JD’s same- and next- day delivery service. Wal-Mart reported a 10.8 percent passive stake in as of Oct. 5.

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(Author : Danny Parisi)
Walmart will be scaling back the opening of new stores to focus on improving its mobile and online commerce channels, following many other big retailers after the industry as a whole saw a surge in mobile shopping and digital continues to dominate.


The plan was outlined at Walmart’s 2016 Investment Community Meeting. The retailer cemented its plans to focus on mobile and online commerce as its main driver of growth for the next few fiscal years.

“Mobile experienced 40 percent growth this year and, for the first time, it was reported that apps are generating more sales than mobile websites,” said Wilson Kerr, VP Business Development & Sales at Unbound Commerce. “Walmart’s focus on it’s online business generally, and mobile in particular, is very smart, as this is a huge growth area.”

Changind directions
CEO Doug McMillon spoke in the meeting about the company’s future and what were the main areas they would focus on in the immediate future. The first three areas of focus were related to its regional business models, continued momentum in the U.S. business; solid growth in key international markets, including Mexico and Canada and a sharpened focus in China.

The last area of focus however is international. Mr. McMillon stated that ecommerce and digital investments would be one of the top drivers of growth for Walmart over the next few years. The retailer is planning to take resources and time that would have been geared towards opening new physical locations, and funnel it into revamping its global online and mobile commerce models. “Walmart has its own mobile wallet called Walmart Pay, a free shipping program similar to Amazon prime, in-store pick up and a dedicated customer base,” Mr. Kerr said. “They are making the right moves and have all the ingredients to reap ever bigger rewards from mobile app usage. Walmart saw online sales increase 12 percent in the second quarter of this year, and saw total digital sales hit $14 billion in 2015.

“They are doing something right, and dedicating money and shifting focus and resources towards this high growth area will help them deliver a single omnichannel Walmart experience by blurring the line between in-store, online, and mobile.”

Mobile first
The move is a clear prediction of where the retail industry is moving, as more and more customers turn to online, mobile or a mix of the two over in-store shopping as their go-to way to purchase products. Walmart is aiming to allocate resources more intelligently in the coming years to better reflect the changing shape of the modern marketplace.

More and more, consumers are turning to their mobile devices not just as tools of research and price comparisons, a trend that has been well-documented before, but mobile’s share of the overall number of online transactions is growing. Brands and big retailers such as Walmart need to build up an efficient and mobile-first marketplace if they want to compete with other retailers for consumers’ valuable mobile screen time.

That Walmart has had its eye on the top spot in the world of mobile commerce has been no secret. Its partnership with in August put it in the running to be one of the largest online retailers in the world, rivaling the powerhouse that is Amazon in its scope.

Walmart would not make an investment like that – reportedly $3.3 billion to acquire Jet – if it was not completely committed to turning its online and mobile channels into one of its most potent growth drivers.

On the mobile side, Walmart has also completed investment and a full national rollout in Walmart Pay, the retailer’s own first-party answer to the rising tide of mobile payment options being offered to consumers every day. Since then, Walmart has seen a 45 percent increase in week-over-week growth in the use of Walmart Pay. As of the investment meeting, these moves have finally been confirmed to be a part of Walmart’s strategy for the next few years.

“Walmart has been making some big moves to keep up with the sea change of consumer behavior,” said Michelle Skupin, senior director of global corporate communications at RetailMeNot. “Over the past several years, consumers’ attention has shifted from the physical world, to desktop/ecommerce, and more recently to mobile.

“With this shift, we’ve seen mobile wielding influence over purchasing decisions in all channels, and now we will begin to see growth in mobile transactions. The technology is better, and consumers are more comfortable on mobile.

“This is an opportunity for smaller retailers to follow suit and make investments in mobile if they haven’t already. Mobile has become the first screen, and it’s no longer a question of if it will be a viable commerce channel.”

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(Auteur : fashion net work)
Le groupe Walmart mène actuellement des discussions afin de prendre une participation minoritaire dans Flipkart, la principale plate-forme de commerce en ligne indienne, selon deux sources proches du dossier, reprises par Reuters. Un tel investissement permettrait au géant américain de prendre pied sur un marché en pleine croissance.


Une des sources a précisé que le groupe américain envisageait un investissement compris entre 750 millions et 1 milliard de dollars (de 669 à 891 millions d’euros), mais l’investissement final ainsi que la taille de la participation dépendent du résultat des négociations en cours concernant l’évaluation de l’entreprise indienne. Selon cette même source, les deux groupes envisageraient un partenariat local, qui leur permettrait de tirer profit de leur expertise respective dans le retail ainsi que dans la logistique.

Un tel accord permettrait à Walmart de se positionner face à Amazon, qui se développe rapidement dans le sous-continent indien et est aujourd’hui le principal concurrent de Flipkart. Pour le moment, la présence de Walmart en Inde est limitée un réseau de magasins de vente en gros.

« Alors qu’Amazon prend progressivement l’ascendant sur les acteurs indiens, les “licornes” comme Flipkart et Snapdeal sont sur le marché en recherche de fonds », a ajouté la source. « Des entreprises comme Walmart sont plutôt des investisseurs à long terme, mais peu nombreux sont ceux qui peuvent investir autant d’argent. »

Flipkart a été évalué à 11,5 milliards de dollars, selon les médias locaux. La valorisation de l’entreprise avait même atteint 15 milliards de dollars plus tôt dans l’année, mais l’intensité de la concurrence, la difficulté à trouver des financements privés et une profitabilité incertaine mettent la pression sur les acteurs du commerce en ligne indiens.

Lancé en 2007 par deux anciens employés d’Amazon, Flipkart vend aussi bien des téléphones portables que des valises ou des cosmétiques. Les investisseurs actuels comprennent Tiger Global Management et Accel Partners. Flipkart et son concurrent Snapdeal, de taille plus petite, sont à la recherche de capital supplémentaire afin de pouvoir continuer à faire concurrence à Amazon, dont la stratégie se fonde sur des promotions importantes et de fortes dépenses dans le marketing, la technologie et la logistique afin de séduire les consommateurs. Le journal indien Economic Times, qui a le premier fait état des discussions en cours, a indiqué qu’une réunion entre les partenaires potentiels était prévue cette semaine. En juin dernier, Walmart a accepté de prendre une participation de 5 % dans le Chinois, relançant ainsi la concurrence entre ce dernier et l’autre géant du secteur en Chine, Alibaba.

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