Send Me an Invoice from Shopping Cart
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
Price Comparison, Price Competition, and the Effects of Shopbots Kirsten A
Journal of Business & Economics Research – September 2013 Volume 11, Number 9 Price Comparison, Price Competition, And The Effects Of ShopBots Kirsten A. Passyn, Salisbury University, USA Memo Diriker, Salisbury University, USA Robert B. Settle, Salisbury University, USA ABSTRACT Two ShopBots were used to determine high-to-low price dispersion for identical models of 25 consumer durables, in 2007 and again in 2011, revealing substantial but declining price dispersion ratios. A survey of 1,135 American online shoppers revealed their dependence on ShopBots and frequency of other online shopping actions. Typical respondent reported they "very often" used search sites to locate what they wanted. Nearly 30 percent used the most often named price comparison site, Yahoo! Shopping, in the past year, suggesting substantial potential for future price rationalization. Several customer relationship management tools online merchants might use to avoid the resulting direct price competition are discussed. Finally, the impact of m- commerce, tablets, and apps on online price comparison behavior is explored. Keywords: Consumer Behavior; Database Marketing; Direct Marketing; Electronic Commerce; Online Shopping; Price Dispersion INTRODUCTION s annual online shopping in North America reaches the $200 Billion mark (Lumry, 2011), the emergence of ShopBots such as Yahoo! Shopping and Google Product Search has facilitated consumers’ ability to gather price and product information, virtually mitigating search costs. It was Atherefore initially assumed that as ShopBots became increasingly prevalent on-line merchants would come under increased price competition, eventually leading to price convergence. With ShopBots now the third most popular online shopping option after eBay and Amazon, we reassess the impact of ShopBots on price as they reach their tipping point. -
Is China's New Payment System the Future?
THE BROOKINGS INSTITUTION | JUNE 2019 Is China’s new payment system the future? Aaron Klein BROOKINGS INSTITUTION ECONOMIC STUDIES AT BROOKINGS Contents About the Author ......................................................................................................................3 Statement of Independence .....................................................................................................3 Acknowledgements ...................................................................................................................3 Executive Summary ................................................................................................................. 4 Introduction .............................................................................................................................. 5 Understanding the Chinese System: Starting Points ............................................................ 6 Figure 1: QR Codes as means of payment in China ................................................. 7 China’s Transformation .......................................................................................................... 8 How Alipay and WeChat Pay work ..................................................................................... 9 Figure 2: QR codes being used as payment methods ............................................. 9 The parking garage metaphor ............................................................................................ 10 How to Fund a Chinese Digital Wallet .......................................................................... -
COPYRIGHTED MATERIAL C01 09/26/2014 19:24:59 Page 2 C01 09/26/2014 19:24:59 Page 3
c01 09/26/2014 19:24:59 Page 1 What You Have Always Done Isn’t Working I Anymore COPYRIGHTED MATERIAL c01 09/26/2014 19:24:59 Page 2 c01 09/26/2014 19:24:59 Page 3 Don’t Get Netflixed: Your Current Business 1 Model Isn’t Going to Last Much Longer he nuclear industry measures how long a radioactive material T will retain its potency by its half-life, which is the time it takes for the material to lose half of its radioactivity. For instance, the half- life of Uranium-235 is 700 million years. No wonder nuclear prolifer- ation is so feared! During the industrial era the half-life of a business model has been measured in generations. Business models have al- ways lasted a long time. Business models rarely changed and were handed down from generation to generation. Most business leaders have never had to change their business model. Most CEOs have led a single business model throughout their entire career. They never learned how to change a business model in business school or from their peers, who also have never had to change their business models. During the industrial era once the basic rules for how a company creates, delivers, and captures value were established they became etched in stone, fortified by functional silos, and sustained by reinforcing company cultures. All of a company’s DNA, energy, and resources were focused on scaling the business model and beating back competition attempting to do a better job executing the same business model. Companies with nearly identical business models slugged it out for market share within well-defined industry sectors. -
Online Shopping Customer Experience Study Commissioned by UPS May 2012
Online Shopping Customer Experience Study Commissioned by UPS May 2012 FOR FURTHER INFORMATION, PLEASE CONTACT: Susan Kleinman comScore, Inc. 212-497-1783 [email protected] © 2012 comScore, Inc. Contents Introducing the Online Shopping Customer Experience Study..................................................................... 3 Key Findings .............................................................................................................................................. 3 Online Shopping Industry Snapshot ............................................................................................................. 4 Online Shopping Experience and Satisfaction .............................................................................................. 5 Discounts and Specials ............................................................................................................................. 7 Comparison Shopping ............................................................................................................................... 8 Retailer Recommendation ......................................................................................................................... 9 Check-Out Process ....................................................................................................................................... 9 Delivery Timing ........................................................................................................................................ 11 Shipping and Delivery -
The Digital Transformation of Customer Services Our Point of View
The digital transformation of customer services Our point of view The digital age is disrupting traditional customer service models – new customer touchpoints are appearing the world over at breakneck speed and against a backdrop of rising expectations. In this paper, we outline our perspective on the implications of digital technology for customer service. A customer service reformation is taking place. It’s radical, For some of you, this call to action will not be new. Even it’s far-reaching and it’s being driven by customers. The so, identifying the depth and breadth of this reformation digital age has transformed the way customers shop and and deciding how to tackle it is a huge challenge. And share their experiences. Today, customers are driving the that’s why we’ve written this paper. We want to share our buying process using websites, blogs, vlogs and social view on the major implications of the digital movement platforms. By the time they enter a store or become visible and on the best way to respond. in the sales funnel, they know what they want to buy and how much they want to pay. It doesn’t stop there. Once In writing this paper, we have drawn upon interviews and the sale is closed, customers use those same channels to discussions with service teams from several organizations. join forces and name and shame those that dissapoint. Specifically we’d like to acknowledge the contributions of the following teams (in no particular order): Canon, UPC, On the face of it, it seems a concerning development for Liberty Global, Philips, LG Electronics, Heineken, Merck, businesses. -
Consulting Services for Independent Review of Water
EXHIBIT A PROPOSAL SUBMISSION AND REQUIREMENTS A. PROPOSAL SUBMISSION 1. Timely Proposal Submittal. Proposals must be submitted as described herein to the Purchasing & Contracting Department (P&C). 1.1 Reserved. 1.2 Paper Proposals. The City will accept paper proposals in lieu of eProposals. Paper proposals must be submitted in a sealed envelope to the Purchasing & Contracting Department (P&C) located at 1200 Third Avenue, Suite 200, San Diego, CA 92101. The Solicitation Number and Closing Date must be referenced in the lower left-hand corner of the outside of the envelope. Faxed proposals will not be accepted. 1.3 Proposal Due Date. Proposals must be submitted prior to the Closing Date indicated on the eBidding System. E-mailed and/or faxed proposals will not be accepted. 1.4 Pre-Proposal Conference. No pre-proposal conference will be held for RFP. 1.4.1 Reserved. 1.5 Questions and Comments. Written questions and comments must be submitted electronically via the eBidding System no later than the date specified on the eBidding System. Only written communications relative to the procurement shall be considered. The City’s eBidding System is the only acceptable method for submission of questions. All questions will be answered in writing. The City will distribute questions and answers without identification of the inquirer(s) to all proposers who are on record as having received this RFP, via its eBidding System. No oral communications can be relied upon for this RFP. Addenda will be issued addressing questions or comments that are determined by the City to cause a change to any part of this RFP. -
Paystack and Olumide Soyombo: Achieving Lift-Off for Nigerian Tech
Case study Paystack and Olumide Soyombo: Achieving Lift-off for Nigerian Tech COMPANY Paystack LOCATION Nigeria SECTOR Fintech ANGEL Olumide Soyombo STAGE Seed ENTRY 2016 EXIT 2020 ENTITY LeadPath www.africanangelacademy.com “PAYMENTS GIANT STRIPE HAS BOUGHT NIGERIAN PAYMENTS STARTUP PAYSTACK FOR AFRICAN EXPANSION” – QUARTZ AFRICA On 15 October 2020, the headlines a 1,400% return on investment have to be us again.” emblazoned across every major (ROI) – the largest exit for Nigerian By the time Shola had approached tech news platform carried the tech investors to date. For angel him for seed funding for Paystack same thrilling news about the investor Olumide Soyombo, in 2015, Olumide knew angels Nigerian fintech phenom Paystack. however, the exit was more than a would need to plan on a second The acquisition, reportedly valued lucrative cash out; it was a turning seed, or even a third, to get these at US$200 million, was a big deal point for the Nigerian tech sector startups to the growth round. But – a very big deal. For Stripe, a he had been helping to build out in the years after Olumide became Silicon Valley unicorn with global for more than a decade. Paystack’s first Nigerian investor, ambitions, it represented a major local investors were still slow on the strategic move. They were already Olumide had been part of the uptake, pushing Olumide to become on a growth streak that year, having Lagos tech ecosystem as an one of the most prolific early recently expanded services into entrepreneur since 2008, when he investors in Lagos, where he had five new European markets. -
IDC, the Business Value of the Stripe Payments Platform
IDC White Paper | The Business Value of the Stripe Payments Platform Sponsored by: Stripe The Business Value of the Stripe Authors: Jordan Jewell Matthew Marden Payments Platform March 2018 EXECUTIVE SUMMARY Business Value Over the past five years, IDC has witnessed a monumental shift as companies adapt their Highlights business models and strategies to meet the requirements of the digital economy. From traditional ecommerce to subscription software-as-a-service (SaaS) businesses to multisided Impact of Stripe (after marketplaces, digital commerce is enabling businesses to rethink what they sell, how they sell, deploying) and where they sell. Businesses are also rethinking how they transact with other businesses, 6.7% with consumers across borders, and with different currencies and payment methods. higher revenue The result is a dramatic shift in how companies engage online, meet increasingly demanding consumer and business expectations, and grow in a complex regulatory landscape by market. 59% Fickle consumer and business buyers have come to expect an intuitive and instantaneous higher developer productivity checkout process with support for multiple payment options. However, aging financial 24% infrastructure and complex interdependencies between numerous parties have historically lower cost of building/operat- made it difficult and expensive to accept payments online seamlessly and across markets ing online payments platform and currencies. In the early days of the internet, businesses wishing to succeed in the digital 81% commerce landscape had no choice but to make large investments in software, services, and fewer unplanned outages employees to build and support homegrown online payments systems. However, if we look at the current and expected pace of growth in the digital commerce market, this approach of building a “good enough” payments platform from scratch will no longer suffice. -
In Search of Excellence in E-Customer Logistics Service
DOI: 10.1515/ijme-2016-0007 International Journal of Management and Economics No. 49, January–March 2016, pp. 135–155; http://www.sgh.waw.pl/ijme/ Barbara Ocicka1 Department of Logistics, University of Lodz, Poland Marta Raźniewska2 Department of Logistics, University of Lodz, Poland In Search of Excellence in E-Customer Logistics Service Abstract The e-commerce market has been developing very rapidly and changing traditional distribution systems. The development of online channels is matched by a similar evolu- tion of companies’ logistics systems. As a consequence, logistics processes management now significantly influences e-customer service quality, which has emerged as a compet- itive advantage. The main goal of this paper is to identify e-commerce business models, modern distribution channels and management tools that would facilitate a continuous improvement in e-customer logistics service. Based on the literature and interviews with e-commerce services providers, we provide a plethora of good and best practices useful for managers in the rapidly developing and highly competitive e-commerce business. Key words: e-customer logistics service, multi- and omnichannel distribution, cooper- ation on the e-market JEL: L21, L81, M15 © 2016 Barbara Ocicka, Marta Raźniewska. This is an open access article distributed under the Creative Commons Attribution-NonCommercial-NoDerivs license (http://creativecommons.org/licenses/by-nc-nd/3.0/). 136 Barbara Ocicka, Marta Raźniewska Introduction In an era of technological revolution customers make purchase decisions in new and different ways than they had used in the past and have new expectations when working with traditional and native digital retailers. The change in consumption patterns is intrinsically linked to the rapid development of information technology and the internet [Xiao Yan, Yong, Qinli, Stokes, 2012]. -
The Omnichannel Customer Service Gap
The omnichannel customer service gap November 2013 The omnichannel customer service gap – November 2013 Executive Summary The rapid growth of digital over the past ten years has created an environment where consumers are more in control and brand savvy than ever. The future is omnichannel, where providing a seamless and consistent brand experience regardless of the technology or method of communication consumers choose to use is critical to customer engagement and competitive success. Many brands are now focusing their attention on developing omnichannel sales strategies, which from a customer perspective only represents part of their brand journey. Customer service is a key part of the brand experience and can ultimately make or break a customer relationship. The number of customer service channels, including virtual agents, screen sharing, SMS, social media, and click- to-chat, has created unprecedented choice from a brand and customer perspective but creates significant challenges in terms of providing a truly integrated brand experience. Zendesk, a leading provider of customer service solutions, commissioned Loudhouse to explore Figure A: Research Sample customer service attitudes and behaviours amongst 7,000 consumers in seven countries (see Figure A), to identify trends and help develop omnichannel strategies moving forward. The research finds that consumers perceive brands to be putting more effort into creating a seamless and consistent customer experience for sales than they do for customer service. Furthermore, as expectations for customer service continue to evolve, brands are found to be struggling to keep up and customers are falling back on using the phone as their primary contact method if response and resolution times prove to be unsatisfactory. -
Service Provider Name Region AOC Date Assessor DESV
A company’s name appears on this Compliant Service Provider List if (i) Mastercard has received a copy of an Attestation of Compliance (AOC) by a Qualified Security Assessor (QSA) reflecting validation of the company being PCI DSS compliant and (ii) Mastercard records reflect the company is registered as a Service Provider by one or more Mastercard Customers. The date of the AOC and the name of the QSA are also provided. Each AOC is valid for one year. Mastercard receives copies of AOCs from various sources. This Compliant Service Provider List is provided solely for the convenience of Mastercard Customers and any Customer that relies upon or otherwise uses this Compliant Service Provider list does so at the Customer’s sole risk. While Mastercard endeavors to keep the list current as of the date set forth in the footer, Mastercard disclaims any and all warranties of any kind, including any warranty of accuracy or completeness or fitness for any particular purpose. Mastercard disclaims any and all liability of any nature relating to or arising in connection with the use of or reliance on the Compliant Service Provider List or any part thereof. Each Mastercard Customer is obligated to comply with Mastercard Rules and other Standards pertaining to use of a Service Provider. As a reminder, an AOC by a QSA provides a “snapshot” of security controls in place at a point in time. Compliant Service Provider 1-60 Days Past AOC Due Date 61-90 Days Past AOC Due Date Service Provider Name Region AOC Date Assessor DESV “BPC Processing”, LLC Europe 03/31/2017 Informzaschita 1&1 Internet SE (1&1, 1&1 ipayment, Europe 05/08/2017 Security Research & Consulting GmbH ipayment.de) 1Shoppingcart.com (Web.com Group, lnc.) US 04/29/2017 SecurityMetrics 2138617 Ontario Inc. -
Customer Service As a Growth Strategy
CUSTOMER SERVICE AS A GROWTH STRATEGY WHAT YOU’LL LEARN We define the key ways that customer service can be utilized as a growth strategy including automation, collaboration, and integrating technology systems. CAPITALIZE ON SERVICE TO INCREASE SALES Whether your company creates and distributes software or delivers a service, maintaining happy customers is paramount to the success of any business. For small and mid-sized businesses (SMBs), it’s especially important. After all, unhappy customers won’t grow your company. Despite understanding the necessity for exceptional customer service, most SMBs are preoccupied by other issues - accounting, sales, marketing - and don’t always give customer support the attention it deserves. Some say it’s an issue of time: There aren’t enough hours in the day or a large enough staff in a small, growing business to meet every need. Others say it’s a matter of money: A stretched budget means fewer funds for increasing staff or purchasing expensive customer support tools. Fortunately, you need not deplete your resources to provide exceptional customer service. Incorporating these 6 simple best practices into your daily operations will improve customer support and dramatically improve your bottom line. Best Practice #1: Know Your Customers (Not Just Their Issues) Delivering excellent service isn’t just about answering the phone, resolving an issue, and moving on. It’s about constantly seeking to understand your customers, anticipating their needs, and addressing them through teamwork. When a customer contacts you, you should know what issues they’ve had recently, who else from their company has contacted you, and what products they currently have.