Millennials, Mobile, and Marketplaces Are Changing the Future of Retail

Total Page:16

File Type:pdf, Size:1020Kb

Millennials, Mobile, and Marketplaces Are Changing the Future of Retail Millennials, Mobile, And Marketplaces Are Changing The Future Of Retail Murat Yaşar, Country Managert November 7, 2017 © 2017 FORRESTER. REPRODUCTION PROHIBITED. We work with business and technology leaders to develop customer-obsessed strategies that drive growth. © 2017 FORRESTER. REPRODUCTION PROHIBITED. 2 © 2017 FORRESTER. REPRODUCTION PROHIBITED. 3 What is Consumer Technographics® Gain insight from >600,000 consumers across 40+ Quantitative annual surveys in nearly 20 global markets Explore how consumers’ technology adoption, Trendable behavior, and attitudes have evolved over time View consumer data through your specific lens, Customizable including region, brand, demographics, and more Leverage consumer behavior frameworks developed Actionable by Forrester thought leaders to contextualize digital consumers’ actions Work with dedicated Insights personnel to help derive Dedicated insight and gain maximum value from the data © 2017 FORRESTER. REPRODUCTION PROHIBITED. 4 Agenda › Millennials & Marketplaces › Why Millennials are important › Marketplaces are ruling the eCommerce market. › Impact on retail © 2017 FORRESTER. REPRODUCTION PROHIBITED. 5 Definitions › Millennials • Millennials, or Generation Y, are defined as the demographic cohort born between 1980 and 2000 (currently aged 18 to 34 years old). • There are more than 2 billion Millennials globally (nearly one-third of global population), with 86% of them living in emerging markets. • 32% in Turkey › Marketplace • Sales that are transacted through the following platforms: Tmall, Amazon, JD, eBay, Rakuten, Aliexpress, MercadoLibre, Flipkart, Allegro, Cdiscount, and Snapdeal, which includes direct to consumer sales and sales via third-party retailers © 2017 FORRESTER. REPRODUCTION PROHIBITED. 6 Why Millennials are important Understanding the online behavior of millennial population © 2017 FORRESTER. REPRODUCTION PROHIBITED. 7 46% of 2020 adults will be Millennials Millennial Population Is Growing At Over A 4% Annual Growth Rate Millennials 2015 2016 2017 2018 2019 2020 0 500 1000 1500 2000 2500 3000 3500 4000 17- 18-24 25-34 35-44 45-54 55-64 65+ Source: Forrester Data: World Online Population Forecast, 2017 To 2022 (Global) © 2017 FORRESTER. REPRODUCTION PROHIBITED. 8 More Millennials are online globally Nearly 75% Of Millennials Are Online And Using Smartphones Online and smartphone subscribers penetration (2016) 75% 73% 65% 65% 61% 57% 58% 50% 46% 46% 41% 36% 31% 10% Ages 17 and younger Ages 18-24 Ages 25-34 Ages 35-44 Ages 45-54 Ages 55-64 Ages 65 and older Online Population Penetration Smartphone Subscribers Penetration Source: Forrester Data: World Online Population Forecast, 2017 To 2022 (Global) and Forrester Data Mobile, Smartphone, And Tablet Forecast 2016 To 2021 (Global) © 2017 FORRESTER. REPRODUCTION PROHIBITED. 9 Millennials are more mobile savvy Purchased physical goods online (mobile) 70% 60% 50% 40% 30% 20% 10% 0% 16-24 25-34 35-44 45-54 55-64 65 and older Metro China Metro Brazil Metro India UK US Purchased physical good on mobile phone?” Source: Forrester Data Global Consumer Technographics® Online Benchmark Survey, 2016 © 2017 FORRESTER. REPRODUCTION PROHIBITED. 10 Amazon is the preferred destination for product research for Millennials Which of the following did you use to research this most recent purchase? 38% 27% 28% 20% 19% 16% 15% 11% 11% 12% 11% 8% 8% 7% 6% Amazon Search engines Social media or blogs Store associates Online videos Overall 18-24 25-34 Source: Forrester Data Consumer Technographics® North American Retail And Travel Customer Life Cycle Survey, Q1 2017 (US) © 2017 FORRESTER. REPRODUCTION PROHIBITED. 11 Older Millennials are spending more Total Amount Spent By Respondents Buying Products/Services Online $831 R$ 1,058 US $371 Brazil R$ 651 $652 R$ 979 ¥2,036 £270 China ¥1,575 UK £192 ¥1,812 £267 27% 28% 38% 16% 20% 19% 8% 11% 15% 7% 8% 11% 6% 12% 11% Overall 18-24 25-34 “How much in total (including shipping and handling) have you spent buying products/services online, regardless of how you paid?” Source: Forrester Data Consumer Technographics® Retail Survey, 2016 (US, APAC, EU, and LatAm) © 2017 FORRESTER. REPRODUCTION PROHIBITED. 12 More Millennials Millennials are Millennials are are online and more engaged spending more accessing internet online and research online and prefers via smartphones. on marketplaces smartphone. before purchase. © 2017 FORRESTER. REPRODUCTION PROHIBITED. 13 High engagement leads to more orders, more categories purchased, and more spend Online tenure leads to more spending per customer © 2017 FORRESTER. REPRODUCTION PROHIBITED. 14 Marketplaces are ruling the eCommerce market © 2017 FORRESTER. REPRODUCTION PROHIBITED. 15 In the US, Amazon is the preferred destination for product finding for Millennials How did you originally find out about the brand of this most recent purchase? 25% 19% 17% Amazon Overall 18-24 25-34 Source: Forrester Data Consumer Technographics® North American Retail And Travel Customer Life Cycle Survey, Q1 2017 (US) © 2017 FORRESTER. REPRODUCTION PROHIBITED. 16 In China, marketplaces are the preferred destination for product finding for Millennials Which of the following did you use to research your most recent product before it was bought? 61% 54% 56% 50% 38% 40% Tmall, JD.com, or Yihaodian Taobao and eBay Overall 18-24 25-34 Source: Forrester Data Consumer Technographics® Asia Pacific Survey, H2 2016 (China) © 2017 FORRESTER. REPRODUCTION PROHIBITED. 17 Half of B2C eCommerce sales comes from marketplaces Source: Forrester Research Online Marketplace Tracker 2015 to 2017 (GLOBAL), across 16 countries in Europe, APAC, LATAM, and North America across 11 marketplaces, publication date July 2017 © 2017 FORRESTER. REPRODUCTION PROHIBITED. 18 Amazon and Tmall (owned by Alibaba) are the largest B2C marketplaces Source: eCommerce share from Forrester Research Online Marketplace Tracker 2015 To 2017 (GLOBAL) publication date July 2017, Market valuation © 2017 FORRESTER. REPRODUCTION PROHIBITED. 19 Free shipping drives Amazon sales Source: Forrester Data Consumer Technographics European Retail And Travel Survey, H1 2016 © 2017 FORRESTER. REPRODUCTION PROHIBITED. 20 Marketplaces need to balance . Free shipping versus shipping costs Growth of third- Online influence party retailers versus offline versus customer influence experience Marketplace In-stock items services versus versus inventory retailer costs costs © 2017 FORRESTER. REPRODUCTION PROHIBITED. 21 Impact on retail © 2017 FORRESTER. REPRODUCTION PROHIBITED. 22 Across age, all European shoppers are more likely to use Amazon than search engines for product research Thinking of the sources you used to research this most recent purchase, which was the most influential in helping with your decision? Source: Forrester Data Consumer Technographics® European Retail And Travel Survey, H1 2017 © 2017 FORRESTER. REPRODUCTION PROHIBITED. 23 In Europe, reverse-showrooming is more popular than showrooming Reverse-showrooming: “I have researched products/services online, then purchased those products/services offline in the past three months.” Showrooming: “I have researched products/services offline, then purchased those products/services online in the past three months.” Base: online adults 16+ and N = 17,500; Source: Forrester Data Consumer Technographics® European Retail And Travel Survey, H1 2016 © 2017 FORRESTER. REPRODUCTION PROHIBITED. 24 Example: Showrooming is more popular amongst Millennials “I have researched products/services OFFLINE, then purchased those products/services ONLINE in the past three months” Base: online adults (16+) who have researched products/services offline and purchased online in the past three months; Source: Forrester Data Consumer Technographics European Retail, Travel, And Auto Survey 1, 2016 © 2017 FORRESTER. REPRODUCTION PROHIBITED. 25 European multichannel shopper behaviour becomes dominant especially for electronics, clothes, and toys Toys Clothing Source: Forrester Data Web-Influenced Retail Sales Forecast, 2016 To 2021 (EU-7) and Forrester Data: Showrooming Forecast, 2016 To 2021 (EU-7) © 2017 FORRESTER. REPRODUCTION PROHIBITED. 26 Example: Dixons Carphone Warehouse consolidating store portfolio into fewer larger stores © 2017 FORRESTER. REPRODUCTION PROHIBITED. 27 Example: retailer Next, modelling store profitability to optimise future physical retail space © 2017 FORRESTER. REPRODUCTION PROHIBITED. 28 5,000 planned Store Closer Announcements in Last 12-18 Months closures of Payless ShoeSource 808 Sports Authority 450 clothing and Rue21 400 Gap 250 accessory stores Tailored Brands 250 The Limited 250 in the US HHGregg 220 Children's Place 200 Bebe 180 Wet Seal 171 Crocs 158 Aeropostale 154 Finish Line 150 American Eagle 150 GameStop 150 JCPenney 138 Chico's 120 BCBG 120 American Apparel 110 Kmart 109 Other Categories Wolverine Worldwide 100 RadioShack – 1,000 Michael Kors 100 Staples 70 Office Depot – 700 Macy’s 68 Barnes and Noble – 223 Guess 60 Pier 1- 100 Abercrombie & Fitch 60 Sears 41 CVS - 100 Express 28 © 2017 FORRESTER. REPRODUCTION PROHIBITED. 29 Thank you FORRESTER.COM © 2017 FORRESTER. REPRODUCTION PROHIBITED..
Recommended publications
  • Annual Report 2016
    SoftBank Group Corp. ANNUAL REPORT 2016 Corporate Philosophy Information Revolution – Happiness for everyone Vision The corporate group needed most by people around the world SoftBank Group Corp. ANNUAL REPORT 2016 001 A History of Challenges A History of Challenges The view is different when you challenge yourself Continuing to take on new challenges and embrace change without fear. Driving business forward through exhaustive debate. This is the SoftBank Group’s DNA. SoftBank Group Corp. ANNUAL REPORT 2016 002 A History of Challenges Established SoftBank Japan. 1981 Commenced operations as a distributor of packaged software. 1982 Entered the publishing business. Launched Oh! PC and Oh! MZ, monthly magazines introducing PCs and software by manufacturer. 1994 Acquired events division from Ziff Communications Company of the U.S. through SoftBank Holdings Inc. 1996 Acquired Ziff-Davis Publishing Company, U.S. publisher of PC WEEK magazine and provider of leading-edge information on the PC industry. SoftBank Group Corp. ANNUAL REPORT 2016 003 A History of Challenges Established Yahoo Japan through joint investment with Yahoo! Inc. in the U.S. 1996 Began to develop into an Internet company at full scale. Yahoo Japan Net income* 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 FY (Note) Accounting standard: JGAAP up to fiscal 2012; IFRSs from fiscal 2013 onward. * Net income attributable to owners of the parent. SoftBank Group Corp. ANNUAL REPORT 2016 004 A History of Challenges Made full-scale entry into the telecommunications business. 2000s Contributed to faster, more affordable telecommunications services in Japan.
    [Show full text]
  • United States Securities and Exchange Commission Form
    Table of Contents UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 ————————————————————— FORM 10-Q ————————————————————— QUARTERLY REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF x 1934 For the quarterly period ended December 31, 2016 or TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF o 1934 For the transition period from to Commission File number 1-04721 ————————————————————— SPRINT CORPORATION (Exact name of registrant as specified in its charter) ————————————————————— Delaware 46-1170005 (State or other jurisdiction of incorporation or organization) (I.R.S. Employer Identification No.) 6200 Sprint Parkway, Overland Park, Kansas 66251 (Address of principal executive offices) (Zip Code) Registrant's telephone number, including area code: (855) 848-3280 ————————————————————— Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes x No o Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§ 232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files). Yes x No o Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or a smaller reporting company.
    [Show full text]
  • IJIR Paper Template
    Imperial Journal of Interdisciplinary Research (IJIR) Vol-2, Issue-7, 2016 ISSN: 2454-1362, http://www.onlinejournal.in Are Television and Print media, a high Impact Campaign for E-Commerce Marketing? Mrs. Harshini C S & Dr. Venugopal Research Scholar, Bangalore University, Bangalore Guide/Principal, Government First Grade College, Kanakapura, Bangalore Abstract: Today’s consumers hop from screen to Introduction screen according to their needs of the moment. They don’t give a thought to what “channel” they are Ever since the first display advertisements appeared using to interact with brands, they simply expect on computer screen, the Internet’s challenge over brands to keep up. Newspapers and Television existing advertising has been the ability to target the continues to play a big role in driving sales for E- audience more precisely and measure the impact of commerce clients. TV Attribution not only offers a the advertisements. Although traditional media still new and immediate view of mass media impact, it holds strong ground in the Indian ad space, digital allows people to create more cross-channel synergy. advertising is catching up fast and is expected to Today’s consumers want immediate gratification and overtake traditional media within the next 5-10 years. have high expectations for the brands they pursue. In addition to the increasing adoption of mobile With an increase in internet penetration, more and devices, the increasing connectivity and more marketers are using online advertising improvements in broadband infrastructure will lead business. Traditional advertisers have started to increased investments in more content rich, video allocating more of their marketing budgets to the and social media advertisements.
    [Show full text]
  • The Indian E-Commerce Euphoria- a Bubble About to Burst?
    IOSR Journal of Business and Management (IOSR-JBM) e-ISSN: 2278-487X, p-ISSN: 2319-7668. Volume 17, Issue 12 .Ver. I (Dec. 2015), PP 17-21 www.iosrjournals.org The Indian e-Commerce Euphoria- A bubble about to burst? 1Priya Chaudhary, 2Ritika Sharma 1,2M.com (Dept. of commerce),DU M.com (Dept. of commerce),DU Abstract: The Indian e-commerce is making news every day- from festive season sales, deep discounts to another round of VC funding. The sector is gaining momentum more than ever. Even the government is supportive of the increased pace of startups. Prime Minister NarendraModi announced a new campaign "Start- up India, Stand up India" to promote bank financing for start-ups and offer incentives to boost entrepreneurship and job creation. The big techies of the world such as Google, Microsoft, Facebook, and Qualcomm have offered support to India in its transformation into a digitally empowered society, knowledge economy & a very high penetration of internet. This paper deals with the pattern of VC funding in Indian e-commerce sphere& brings to light the problems in operational areas in e-commerce companies. The mad rush in VC funding, mounting losses & increased valuations of e commerce giants raises possibilities of an e-commerce bubble in India, similar to the dot-com bubble abroad. Keywords:e-commerce bubble, Venture capitalists, Startups, Entrepreneurship I. Introduction Indian internet user base is about 354 million people as of June, 2015, with about 6 million people being added to the user base every month. The vast potential in the online purchasing market can be gauged from the fact that it went up to $12.6 billion in 2013 from $3.8 billion in 2009.
    [Show full text]
  • List of Brands
    Global Consumer 2019 List of Brands Table of Contents 1. Digital music 2 2. Video-on-Demand 4 3. Video game stores 7 4. Digital video games shops 11 5. Video game streaming services 13 6. Book stores 15 7. eBook shops 19 8. Daily newspapers 22 9. Online newspapers 26 10. Magazines & weekly newspapers 30 11. Online magazines 34 12. Smartphones 38 13. Mobile carriers 39 14. Internet providers 42 15. Cable & satellite TV provider 46 16. Refrigerators 49 17. Washing machines 51 18. TVs 53 19. Speakers 55 20. Headphones 57 21. Laptops 59 22. Tablets 61 23. Desktop PC 63 24. Smart home 65 25. Smart speaker 67 26. Wearables 68 27. Fitness and health apps 70 28. Messenger services 73 29. Social networks 75 30. eCommerce 77 31. Search Engines 81 32. Online hotels & accommodation 82 33. Online flight portals 85 34. Airlines 88 35. Online package holiday portals 91 36. Online car rental provider 94 37. Online car sharing 96 38. Online ride sharing 98 39. Grocery stores 100 40. Banks 104 41. Online payment 108 42. Mobile payment 111 43. Liability insurance 114 44. Online dating services 117 45. Online event ticket provider 119 46. Food & restaurant delivery 122 47. Grocery delivery 125 48. Car Makes 129 Statista GmbH Johannes-Brahms-Platz 1 20355 Hamburg Tel. +49 40 2848 41 0 Fax +49 40 2848 41 999 [email protected] www.statista.com Steuernummer: 48/760/00518 Amtsgericht Köln: HRB 87129 Geschäftsführung: Dr. Friedrich Schwandt, Tim Kröger Commerzbank AG IBAN: DE60 2004 0000 0631 5915 00 BIC: COBADEFFXXX Umsatzsteuer-ID: DE 258551386 1.
    [Show full text]
  • GWO Litigation Trust V Sprint.Pdf
    IN THE SUPERIOR COURT OF THE STATE OF DELAWARE THE GWO LITIGATION TRUST, ) ) Plaintiff/Counterclaim Defendant, ) ) v. ) ) SPRINT SOLUTIONS, INC., ) ) Defendant/Counterclaim Plaintiff. ) ) C.A. No. N17C-06-356 PRW ___________________________________ ) CCLD ) SPRINT EWIRELESS, INC., ) ) Third-Party Plaintiff, ) ) v. ) ) THE GWO LITIGATION TRUST, ) ) Third-Party Defendant. ) Submitted: July 19, 2018 Decided: October 25, 2018 Upon Defendant Sprint Solutions, Inc.’s Motion to Dismiss Counts Three through Seven of the Amended Complaint, DENIED in part; GRANTED in part. Upon Plaintiff GWO Litigation Trust’s Partial Motion to Dismiss Defendant’s Amended Counterclaims and Sprint eWireless, Inc.’s Third-Party Claim, DENIED in part; GRANTED in part. MEMORANDUM OPINION AND ORDER Richard M. Beck, Esquire, Sean M. Brennecke, Esquire, Klehr Harrison Harvey Branzburg LLP, Wilmington, Delaware, John D. Byars, Esquire (pro hac vice), Joseph C. Smith, Jr., Esquire (pro hac vice) (argued), Bartlit Beck Herman Palenchar & Scott LLP, Chicago, Illinois, Attorneys for Plaintiff. Steven L. Caponi, Esquire, Matthew B. Goeller, Esquire, K&L Gates LLP, Wilmington, Delaware, David I. Swan, Esquire (pro hac vice) (argued), McGuireWoods LLP, Tysons, Virginia, Brian A. Kahn, Esquire (pro hac vice) (argued), McGuireWoods LLP, Charlotte, North Carolina, Attorneys for Defendant and Third-Party Plaintiff. WALLACE, J. I. INTRODUCTION Sprint Solutions, Inc. (“Sprint”) entered into a series of contracts with General Wireless Operations, Inc. (“General Wireless”) in early 2015
    [Show full text]
  • Exploring the Payments Landscape in Asia the Essential Guide for E-Commerce Businesses
    EXPLORING THE PAYMENTS LANDSCAPE IN ASIA THE ESSENTIAL GUIDE FOR E-COMMERCE BUSINESSES Looking to expand to Asia? Here is everything you need to know about e-commerce in India, Vietnam and Indonesia Exploring Payments Landscape in Asia 1 CONTENTS Introduction ................................................ 3 India ........................................................... 4 Vietnam ...................................................... 8 Indonesia .................................................. 11 Payment solutions .................................... 14 Exploring Payments Landscape in Asia 2 INTRODUCTION The evolution of e-commerce has revolutionised business forever. Now, just about anyone can set up a business, tapping into a potential audience of billions of people from just about anywhere in the world. But as online businesses multiply, so too do the challenges presented by providing customers with familiar payment solutions. This is perhaps most evident when businesses scale into emerging ‘unbanked’ economies with complex regulations and a dizzying number of payment options. BI Intelligence forecasts significant growth in mobile payments made at the POS. They expect mobile POS payments to increase at a 40% five-year compound annual growth rate (CAGR) to hit $128 billion in 2021 from $24 billion in 2016. P2P payments and mobile banking apps were cited as catalysts for moving in a cashless direction. Digital imaging is being deployed at scale to make new payment options such as mobile wallets secure. The need to understand the current fragmented landscape is clear for businesses eyeing opportunities in Asia. But perhaps as pertinent is the importance of understanding the political and commercial drivers that have set in train this progressive change. In understanding more about the history, e-commerce businesses can find clues about what’s around the corner, giving them the all- important upper hand – or at least putting them on a level playing field with the domestic competition.
    [Show full text]
  • JOB/GC/101/Rev.1 28 July 2016 (16-4010) Page
    JOB/GC/101/Rev.1 28 July 2016 (16-4010) Page: 1/2 Original: English WORK PROGRAMME ON ELECTRONIC COMMERCE ELECTRONIC COMMERCE AND DEVELOPMENT Non-paper from Colombia; Costa Rica; Hong Kong, China; Israel; Malaysia; Mexico; Nigeria; Pakistan; Panama; Qatar; Seychelles; Singapore and Turkey Revision1 The following non-paper, dated 25 July 2016, is being circulated at the request of the delegation of Singapore. _______________ 1.1. E-Commerce can be and has been leveraged to support development. For one, it has made interactions between consumers and businesses much easier. E-commerce has opened up new opportunities for businesses in developing countries, especially micro, small and medium enterprises (MSMEs), by reducing the cost of doing business, and allowing them to reach a wider market. The consumer experience, whether in the areas of media and entertainment, air travel and tourism, and even taxi rides, has changed over the past few years, thanks to e-commerce. Between businesses, the digital interface allows for more efficient operations and supply chains. The data generated also allows for optimisation and innovation in their business models. All this presents a big well of untapped potential, which could boost economic growth and development in developing countries. 1.2. E-commerce is the new reality for businesses today, including in developing countries. Business to consumer e-commerce is rapidly expanding, particularly in Asia, Latin America, Africa and the Middle-East. For example, in Cambodia, Sabay.com, an online gaming company introduced Sabay Coins (which can be purchased at internet cafes) as a way for its customers to spend online.
    [Show full text]
  • Close Study of Tech Start-Ups in India Akash Yadav Abhishek Yadav Mira H
    International Journal of Computer Applications (0975 – 8887) International Conference on Leveraging Information Technology for Inter-Sectoral Research Close Study of Tech Start-Ups in India Akash Yadav Abhishek Yadav Mira H. Gohil Research Scholar, MCA Research Scholar, MCA Assistant Professor Thakur Institute of Management Thakur Institute of Management Thakur Institute of Management Studies, Career Development and Studies, Career Development and Studies,Career Development and Research (TIMSCDR) Research (TIMSCDR) Research (TIMSCDR) Mumbai, India Mumbai, India Mumbai, India ABSTRACT Billion).As we can see in the Table 1 shows the list of Indian In precise, just like the previous famous start-ups startups companies which comes in UNICORN CLUB. Google,Facebook,twitter etc. technological start-ups founded in Table 1.The above shows the unicorn club list of India’s out of India. In India, also there are very big start-ups founded startup companies. in recent year. Many of them are come in Unicorn List. These start-ups are helps India to more powerful economical country Companies Name Value Over in the world. Flipkart $15 billion Keywords Snapdeal $6.5 billion Study on tech start-up in India,tech startups in India,promising startups in India,list of different startups companies in different Ola $5 billion cities of India, list of India’s unicorn club start-ups, India’s Paytm $3.4 billion rank in tech startups. Quiker $1.5 billion 1. INTRODUCTION As we know India in fastest growing country in the world and Zomoto $1 billion India gives lots of startups during 2014-2016 and many of them Inmobi $1 billion is related to technology.
    [Show full text]
  • Social Media - Facilitating a Paradigm Shift for Start-Ups
    SOCIAL MEDIA - FACILITATING A PARADIGM SHIFT FOR START-UPS AMRITANSH MISHRA Associate Professor Dept. of English & Other Foreign Languages Dr. Shakuntala Misra National Rehabilitation University, Lucknow (UP) INDIA Start-ups have emerged as a dynamic and vibrant sector of the Indian economy. Information Technology (IT) is playing a vital role in enhancing the productivity and competitiveness of these ventures. In recent years, start-ups like Flipkart, Snapdeal, Grofers, Ola, OYO etc have proved that there is an enormous potential for start-ups to grow in India. Social media has given immense power to consumers and transformed individuals around the world from passive recipients of information and products into active creators of content who are able to actively and immediately communicate with one another with the help of social media. The study would focus on the impact of social media on the success of start-ups in India. Keywords: Social Media, Start-ups, Entrepreneurship, Entrepreneurial performance, Social media marketing, Productivity, marketing tool, INTRODUCTION Start-up the entrepreneurial venture which is typically a newly emerged, fast growing business that aims to meet a marketplace need by developing or offering an innovative product, process or service. These Start-ups confront fierce competition in dynamic business environment. To be successful and effectively compete in such an environment these ventures must equip themselves appropriately to meet with any challenges. One of the emerging big challenge faced by these enterprises is to appropriately incorporate and harness the mass collaboration that social media facilitates. Few decades ago, startup companies faced a number of tough decisions for marketing their companies.
    [Show full text]
  • The Big Data-Driven Business
    WEBFTOC 10/29/2014 22:19:44 Page vi WEBFFIRS 10/29/2014 22:14:6 Page i THE BIG DATA- DRIVEN BUSINESS HOW TO USE BIG DATA TO WIN CUSTOMERS, BEAT COMPETITORS, AND BOOST PROFITS RUSSELL GLASS • SEAN CALLAHAN WEBFFIRS 10/29/2014 22:14:6 Page ii Cover design: Wiley Copyright 2015 by LinkedIn Corp. All rights reserved. Published by John Wiley & Sons, Inc., Hoboken, New Jersey. Published simultaneously in Canada. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: While the publisher and authors have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials.
    [Show full text]
  • CELL PHONES Cell Phones Come with Either Prepaid Or Contract Plans
    CELL PHONES Cell phones come with either prepaid or contract plans. There are benefits to both, so choose the one that best fits your needs. Prepaid plans There are two types of prepaid plans: 1) Pay a set fee per month for unlimited talk, text messages, and data. If you talk, text, or use data a lot each month, this may be one of the cheapest types of plans. AT&T Go Phone, Boost Mobile, Virgin Mobile, MetroPCS, and T-Mobile offer this type of plan. You can check their websites for the most up-to-date prices. 2) Purchase a set number of minutes of talk, text, and data. When you use all of those minutes, you have to buy more minutes. This type of prepaid plan is generally cheapest if you do not talk a lot each month. Tracfone, Net10, Straight Talk are examples. Actually the least expensive of all the prepaid phones out there is the Tracfone. • Pros: Flexibility because there is no contract and no cancellation fees. No credit check required, so you do not have to pay a security deposit. • Cons: Not cheapest if you need multiple lines. Must purchase phone at full price (usually). Can be frustrating if you run out of minutes in the middle of a conversation (for prepaid plan 2). Contract Plans In this type of plan, you sign a contract with a cell phone company for a set period of time, usually two years. • Pros: The companies usually subsidize your phone, so you pay less for the actual phone. You can get a discount if you have multiple lines (like a family plan).
    [Show full text]