Amazon the Conqueror

Total Page:16

File Type:pdf, Size:1020Kb

Amazon the Conqueror Amazon the Conqueror How close is Amazon to over-taking established brick-and-mortar retailers? It’s no secret that Amazon has plans to capture more of consumer spend. From the Whole Foods acquisition to Amazon Go store openings and ever-increasing Amazon-owned private labels, there seems to be boundless potential for this retail giant. Read on to learn more about Amazon’s standing in relation to Walmart, Costco and Target, including share of wallet, trip circuits and what the future might hold for the internet warrior. Amazon is #2 in share of Omnichannel shopper spend, rivaled only by Walmart Amazon already has a stronghold on the Omnichannel Shopper, even without a strong brick-and-mortar presence like other top competitors. % of all shopper spend 13.0% 7.8% 3.7% 3.4% Source: Numerator Shopper Proile Report; Latest 52 Weeks through 2018.11.04; Omnichannel static group Amazon pricing at Whole Foods cuts into Walmart & Target’s share of wallet Lower prices at Whole Foods enticed some Prime members to switch from competitors to the organic grocer. In the months following the price cuts, Prime Members New-to-Whole Foods spent less at Target and Walmart. Change in Share of Wallet -0.6% -0.4% Walmart Target Source: Numerator Panel Analysis: July 2018; Prime Members new to Whole Foods, n=652; Omnichannel Static Panel. Post-Price Drop Period between 09-01-2017 and 06-30-2018 Rising in rank: Amazon’s share of Health & Beauty, Toys, Baby and Household While all other top retailers show sales declines in one or more of these categories, Amazon is growing across the board. 2016 - 2017 2017 - 2018 Health Household Baby Toys and Beauty 6.4% 7.3% 15.0% 16.4% 20.8% 22.3% 33.6% 35.9% 25.9% 26.2% 24.9% 25.4% 23.6% 25.8% 29.9% 28.3% 8.9% 8.2% 9.2% 8.8% 18.9% 18.9% 18.6% 17.8% 8.8% 9.5% 4.9% 5.2% 3.8% 3.9% 0.4% 0.4% Source: Numerator Share Explorer Report. Share of dollars spent within sector Nov 7, 2016 to Nov 5, 2017 compared to Nov 6, 2017 to Nov 4, 2018 Amazon iniltrates the trip circuit One third of weekly circuits that include Walmart, Target or Costco are likely to include a trip to Amazon. Share of weekly 32.1% circuits including 16.7% 7.0% 44.7% Share of weekly 38.8% circuits including 12.6% 40.0% 41.7% Share of weekly circuits including 28.3% Source: Numerator Trip Circuits Report; Latest 52 Weeks through 2018.11.04. Based on weekly trip circuits (Mon-Sun) where any product is purchased. Overtaking competitors through heavy ad spend Staying top-of-mind is critical in the battle for customers. Amazon outspends competitors on paid media overall, and spends more on mobile ads than Walmart and Target combined. Total Paid Media Paid Media, by Spend Type $323 $211 $350 $1.471 Billion in combined, measured, paid media $212 TV Mobile Online Display Other Source: Spending as estimated by Numerator 10.1.16 - 9.30.2017; total excludes search So... how big can Amazon grow? We surveyed Amazon shoppers to see how willing they are to purchase additional products and services from Amazon. Amazon can conquer new areas, including services. Our respondents have interest in Amazon services, including some currently offered by Costco and Walmart. Which Potential Amazon Services would interest you? Amazon Airline 37% Amazon Tickets 35% 54% of Amazon shoppers surveyed welcome more Amazon Rides (e.g. Uber, Lift...) 32% Amazon offerings. Amazon Auto/Home Insurance 27% Amazon Cruise Line 27% Amazon Savings/Checking 24% Source: Numerator Survey, n=1951 Amazon Shoppers Winning the battle for an “All-Amazon” world The majority of surveyed Amazon shoppers could quickly switch to an “All-Amazon” world within months. How long would it take to switch your product/service purchases to a single supplier? 32.6% 22.5% 21.4% Within 1 Month 1-3 Months 4-6 Months Source: Numerator Survey, n=1951 Amazon Shoppers Find out how Amazon has affected your shoppers: • Get real-time Amazon purchase data • Send trigger-based surveys to veriied Amazon shoppers • Understand lapsed shopper behavior • Understand full basket composition when your brand is (and isn’t!) included • Measure promotion effectiveness Contact: [email protected].
Recommended publications
  • Amazon to Buy Whole Foods for $13.4 Billion by NICK WINGFIELD and MICHAEL J
    Amazon to Buy Whole Foods for $13.4 Billion By NICK WINGFIELD and MICHAEL J. de la MERCED, NYT, June 17, 2017, on Page A1 Amazon agreed to buy the upscale grocery chain Whole Foods for $13.4 billion, in a deal that will instantly transform the company that pioneered online shopping into a merchant with physical outposts in hundreds of neighborhoods across the country. The acquisition, announced Friday, is a reflection of both the sheer magnitude of the grocery business — about $800 billion in annual spending in the United States — and a desire to turn Amazon into a more frequent shopping habit by becoming a bigger player in food and beverages. After almost a decade selling groceries online, Amazon has failed to make a major dent on its own as consumers have shown a stubborn urge to buy items like fruits, vegetables and meat in person. Buying Whole Foods also represents a major escalation in the company’s long-running battle with Walmart, the largest grocery retailer in the United States, which has been struggling to play catch-up in internet shopping. On Friday, Walmart announced a $310 million deal to acquire the internet apparel retailer Bonobos, and last year it agreed to pay $3.3 billion for Jet.com and put Jet’s chief executive, Marc Lore, in charge of Walmart’s overall e-commerce business. “Make no mistake, Walmart under no circumstances can lose the grocery wars to Amazon,” said Brittain Ladd, a strategy and supply chain consultant who formerly worked with Amazon on its grocery business.
    [Show full text]
  • Final Debriefing About Case N. 16 Amazon (State N. and Name of the Selected Company) Analyzed by Alfonso - Name –Navarro Miralles- Surname
    Final debriefing about case n. 16 Amazon (state n. and name of the selected company) Analyzed by Alfonso - name –Navarro Miralles- surname Scientific articles/papers State at least n.1 scientific article/paper you selected to support your analysis and recommendations N. Title Author Journal Year, Link number 1. 17/06/2017 https://www.elconfidencial.com/tecnologia/2017-06-17/amazon-whole-foods-supermercados-amazon-go_1400807/ 2. 2/06/2020 https://r.search.yahoo.com/_ylt=AwrP4o3VEdleYUMAKhxU04lQ;_ylu=X3oDMTByZmVxM3N0BGNvbG8DaXIyBHBvcwMxBHZ0aWQDBHNlYwNzYw- -/RV=2/RE=1591312982/RO=10/RU=https%3a%2f%2flahora.gt%2famazon-coloca-sus-bonos-al-interes-mas-bajo-jamas-pagado-por-una-empresa-en-ee- uu%2f/RK=2/RS=Zx5.zD_yM_46ddGLB3MWurVI_Yw- 3. 2/04/2019 https://r.search.yahoo.com/_ylt=AwrJS5g3EtleXmwAKj9U04lQ;_ylu=X3oDMTByaW11dnNvBGNvbG8DaXIyBHBvcwMxBHZ0aWQDBHNlYwNzcg-- /RV=2/RE=1591313079/RO=10/RU=https%3a%2f%2fwww.merca20.com%2famazon-lanzo-una-agresiva-estrategia-de-mercadotecnia-en-whole- foods%2f/RK=2/RS=iypqQZFlpG12X9jM7BsXb1VPVx8- Describe the company’s strategic profile and its industry Applying the tools of analysis covered in the whole textbook, identify and evaluate the company’s strategic profile, strategic issues/problems that merit attention (and then propose, in the following section, action recommendations to resolve these issues/problems). Jeff Bezos founded the electronic commerce company Amazon in 1995, a name chosen for his taste for the Amazon River. Their service was somewhat novel to netizens, resulting in the increase in visits fastly. Only in the first month of operation, and to Bezos' own happiness, had books been sold in all corners of the United States. Months later it reached 2,000 daily visitors, a figure that would multiply abysmally in the next year.
    [Show full text]
  • Final Debriefing
    2020 FINAL DEBRIEFING MANAGEMENT AND BUSINESS STRATEGY ALBERTO GIL MARTINEZ UNIVERSITÀ DEGLI STUDI DI TERAMO Final debriefing about case n.____AMAZON____ (state n. and name of the selected company) Analyzed by __ALBERTO___ - name – _GIL____ - surname Scientific articles/papers State at least n.1 scientific article/paper you selected to support your analysis and recommendations N. Title Author Journal Year, Link number 1. Will James HARVARD 2020 https://hbswk.hbs.edu/item/will-suddenly-challenged-amazon- Challenged Heskett BUSINESS Amazon SCHOOL tweak-its-retail-business-model-post-pandemic Tweak Its Retail Model Post- Pandemic? 2. Competitive Evangelina 2018 https://www.tandfonline.com/doi/full/10.1080/1331677X.2018.1429288 convergence Aranda in retailing 3. Describe the company’s strategic profile and its industry Applying the tools of analysis covered in the whole textbook, identify and evaluate the company’s strategic profile, strategic issues/problems that merit attention (and then propose, in the following section, action recommendations to resolve these issues/problems). Amazon is getting more serious about its brick-and-mortar retail ambitions with its first-ever Amazon- branded grocery store. The store does source a number of its items, including some produce and meat and other fresh food, from Whole Foods suppliers. It also carries Whole Foods’ 365 brand for certain items. But Amazon’s store offers other products, like Kellogg’s breakfast cereal and Coke products, that you won’t find at Amazon’s higher-end, organic-focused subsidiary. Amazon says the store combines the product availability and low prices of a grocery chain like Publix or Walmart with the convenience and quick shopping times of its Go model, with a selection that includes both big mainstream brands and local, organic produce.
    [Show full text]
  • Deloitte Studie
    Global Powers of Retailing 2018 Transformative change, reinvigorated commerce Contents Top 250 quick statistics 4 Retail trends: Transformative change, reinvigorated commerce 5 Retailing through the lens of young consumers 8 A retrospective: Then and now 10 Global economic outlook 12 Top 10 highlights 16 Global Powers of Retailing Top 250 18 Geographic analysis 26 Product sector analysis 30 New entrants 33 Fastest 50 34 Study methodology and data sources 39 Endnotes 43 Contacts 47 Global Powers of Retailing identifies the 250 largest retailers around the world based on publicly available data for FY2016 (fiscal years ended through June 2017), and analyzes their performance across geographies and product sectors. It also provides a global economic outlook and looks at the 50 fastest-growing retailers and new entrants to the Top 250. This year’s report will focus on the theme of “Transformative change, reinvigorated commerce”, which looks at the latest retail trends and the future of retailing through the lens of young consumers. To mark this 21st edition, there will be a retrospective which looks at how the Top 250 has changed over the last 15 years. 3 Top 250 quick statistics, FY2016 5 year retail Composite revenue growth US$4.4 net profit margin (Compound annual growth rate CAGR trillion 3.2% from FY2011-2016) Aggregate retail revenue 4.8% of Top 250 Minimum retail Top 250 US$17.6 revenue required to be retailers with foreign billion among Top 250 operations Average size US$3.6 66.8% of Top 250 (retail revenue) billion Composite year-over-year retail 3.3% 22.5% 10 revenue growth Composite Share of Top 250 Average number return on assets aggregate retail revenue of countries with 4.1% from foreign retail operations operations per company Source: Deloitte Touche Tohmatsu Limited.
    [Show full text]
  • Walmart Inc. Takes on Amazon.Com
    For the exclusive use of Q. Mays, 2020. 9-718-481 REV: JANUARY 21, 2020 DAVID COLLIS ANDY WU REMBRAND KONING HUAIYI CICI SUN Walmart Inc. Takes on Amazon.com At the start of 2018, Walmart faced critical decisions about its future as e-commerce continued to explode. Walmart just lost its long-held crown as the most valuable retailer in the world to online leader Amazon. With Amazon’s recent acquisition of Whole Foods for $13 billion, Amazon moved aggressively into the offline world to challenge Walmart in its biggest business, grocery. Walmart was not standing still, making moves like buying Jet.com for $3 billion in 2016. While Walmart’s U.S. e- commerce revenues grew to $11.5 billion in 2017, there was no debate in Bentonville, AR: Walmart remained far behind. The question for Walmart CEO Doug McMillon and Walmart.com head Marc Lore was how to respond to its most aggressive competitor ever (Exhibits 1a and 1b).1 Amazon The Early Years (1994–2001) Jeff Bezos founded Amazon in 1994 to exploit the Internet, still a relatively nascent technology. He determined that selling books online was most promising, because the number of titles available was greater than even the largest brick-and-mortar store could stock. Bezos and his wife drove west to start “Earth’s Biggest Bookstore” in Seattle, WA. Amazon offered 1 million titles for sale on its opening day in July 1995. Next year, the company had over 2.5 million book titles for sale, with revenue doubling every quarter (Exhibit 2).
    [Show full text]
  • Frictionless Checkout Gains Traction.Pdf 184.51 KB
    COVER STORY FRICTIONLESS CHECKOUT GAINS TRACTION Convenience stores are seen as prime territory for autonomous shopping solutions By Linda Lisanti UNLIKE OMNICHANNEL, which is all about con- A second Amazon Go store opened in Seattle in August. The necting with customers through multiple concept will soon be expanding to two locations in Chicago, touchpoints, frictionless checkout is about and the company is also reportedly eyeing San Francisco and giving customers a seamless in-store shopping Los Angeles for future store openings. experience with little to no interaction — rival- ing the speed and convenience of e-commerce. “Certainly, pressure from Amazon is forcing retailers to pay attention and understand what shopping means to E-commerce giant Amazon is credited as being consumers going forward,” said Michael Suswal, co-founder the first to bring frictionless checkout to the and chief operating officer of Standard Cognition, a startup U.S. retail market with the January 2018 opening with its own artificial intelligence (AI) platform that allows of its Amazon Go store in Seattle. The store’s buyers to grab what they want without having to go to a “Just Walkout Technology” enables custom- cashier. “Two of the biggest complaints most U.S. retailers ers to grab items off the shelves and walk out receive from customers are long wait times in line and poor without checking out. Customers merely need customer service. Eliminating the need for waiting in line to scan their smartphone using the Amazon Go allows retailers to put more resources toward enhancing app upon entry, and are charged for the goods the in-store customer experience.” picked up during their shop- ping trip upon exiting.
    [Show full text]
  • August 2017 Turbulence in the Grocery Aisles William Drake
    August 2017 Turbulence in the Grocery Aisles William Drake Dyson School of Applied Economics and Management, Cornell University In an unexpected, blockbuster announcement on June 16, Amazon Inc., the nation’s largest online retailer declared its intention to acquire Whole Foods Market Inc. in a friendly deal valued at $13.7 billion. Rapidly growing Amazon, which in 2016 accounted for 43% of all online sales in the U.S.,1 has made significant inroads in the retailing of books, music, electronics, clothing, baby goods and shoes but has to date been less successful in penetrating the $800 billion U.S. grocery segment. Whole Foods, the 9th largest supermarket retailer in the U.S. with 460+ stores and annual sales of $16.5 billion,2 will be Amazon’s largest acquisition to date and will give the company scale and a national “brick and mortar” footprint in the intensely competitive grocery segment. While business media, Wall Street analysts and industry watchers are offering perspectives and speculation on the typically secretive Amazon’s motives and future plans, one need look no further than food retailer market caps in the days following the announcement to gauge the potential impact on both food manufacturers and retailers.3 1 Digital Commerce 360, 2/17. 2 Company annual report, Progressive Grocer magazine, 5/17. 3 Fortune.com, 6/23/17. Change in Stock Price between June 15 and 16 Closes 4 2.4 2 0 -2 -1.7 -2.4 -4 -2.9 Percent -6 -4.7 -5.1 -8 -10 -9.2 -12 Amazon Kelloggs Kraft Heinz General Mills Walmart Target Kroger Fortune.com, June 23, 2017 The post-acquisition path forward for Amazon is replete with strategic possibilities.
    [Show full text]
  • Exercise 2 Answer the Questions 1. Amazon Has Just Shown Off the Most Advanced Technology Store. A) True B) False 2. the Ne
    Exercise 2 Answer the questions 1. Amazon has just shown off the most advanced technology store. a) True b) False 2. The new store is being tested in New York and Los Angeles. a) True b) False 3. An app calculates a shopper's bill as they leave the store. a) True b) False 4. People at the store do not need to wait for change. a) True b) False 5. Amazon could open 2,000 grocery stores across the USA. a) True b) False 6. An analyst said the store could be more convenient than shopping online. a) True b) False Exercise 4 Match the following synonyms from the article. 1. unveiled – c) revealed 2. prime - f) main 3. trialed - h) tested 4. charged - a) billed 5. held up - i) delayed 6. boost - e) indicated 7. extremely - d) very 8. confident - b) assured 9. convenient - g) handy Exercise 5 Put these words into the spaces in the paragraph below Amazon just (1) unveiled what it describes as the world's most advanced shopping technology. It is the (2) prime feature of its new-concept grocery store that has no (3) queues or checkout counters. It is called Amazon Go and is being trialed in the company's hometown of Seattle. The technology works (4) via an app on a shopper's mobile device. The app automatically checks in when the shopper enters the store. It lets you shop as (5) normal and then scans what you have bought as you leave the store. Amazon then bills you later and the shopping gets (6) charged to your Amazon account.
    [Show full text]
  • Retail Scene Report
    GFSI CONFERENCE 2020 – DISCOVERY TOURS 25th February | Seattle, USA Retail Scene Report Seattle, Washington State & America’s Pacific Northwest 19 The Consumer Goods Forum GFSI CONFERENCE 2020 – DISCOVERY TOURS 25th February | Seattle, USA Retail Scene Report Seattle, Washington State & America’s Pacific Northwest FEBRUARY 2020 Kantar Consulting for The Consumer Goods Forum’s GFSI Conference 2020 20 The Consumer Goods Forum GFSI CONFERENCE 2020 – DISCOVERY TOURS 25th February | Seattle, USA Contents Seattle, Washington State & America’s Pacific Northwest .............. 22 Food Retail in the Pacific Northwest ........................................................ 24 Supercenters & Warehouse Clubs ........................................................ 27 Supermarkets & Convenience Stores .................................................. 29 Full-Service Supermarkets .................................................................. 29 Value/Private-Label Supermarkets ................................................ 32 Convenience Stores ................................................................................ 34 Food Safety in America & Washington State ......................................... 35 The US Federal Government & Agencies ........................................... 35 Washington State Food Safety ................................................................ 36 City, Town, & Local Food Safety ............................................................ 37 Conclusions ........................................................................................................
    [Show full text]
  • Amazon and Whole Foods: Grocery's Continued Evolution
    www.inlandinstitutional.com Amazon and Whole Foods: Grocery’s Continued Evolution Amazon.com Inc.’s (“Amazon”) online retail strategy appears to be evolving with its recent announcement on June 16th to acquire Whole Foods Market, Inc. (Whole Foods). Though it is too early to know what the full impact will be on the super- market business, Amazon’s decision to enter the brick-and- mortar retail landscape may help energize the $800 billion grocery industry and in the long run make the business an even more central part of people’s shopping habits.1 One clear message from this action by Amazon is that the future of grocery retailing will be critically dependent on hav- ing physical stores in close proximity to the consumers’ resi- dence. Well located grocery stores will be key to the omni- channel future of retailing for groceries as well as many other categories of goods. Far from threatening the long term value of grocery anchored retail properties, by their actions Amazon has just told the market that they are key strategic assets. Whole Foods Strategic Footprint After struggling for a decade to find a successful prototype for entering the grocery business, Amazon has offered to pay $13.7 billion for Whole Foods. Many in grocery and real estate circles had predicted that the company would ultimately have to buy an established grocer if they were to have any chance to “get big fast.” Assuming the acquisition closes, Amazon will gain access to Whole Foods’ customers who spent approximately $16 billion in the last fiscal year at over 460 stores.
    [Show full text]
  • The Future Supermarket Jens Torchalla
    Tanja Ebner The Future Supermarket Jens Torchalla HOW DIGITAL OPERATIONS WILL ENABLE A WINNING CUSTOMER EXPERIENCE, AT MUCH LOWER COST The move to online shopping has dominated retail trends for many years. Lately, successful e-commerce merchants – from Amazon in the United States to JD.com in China – are increasingly opening or buying physical supermarkets. However, online retailers want to transfer some of their digital efficiency to their new brick-and-mortar stores, so they are experimenting with new forms of automation. That raises an important question for supermarkets: How many people will be needed to operate the stores of the future? At the Amazon Go concept store, shoppers first register and can then remove items from shelves and leave without going through a checkout process; the payment is automatically deducted via smartphone. Checkout is not the only store operation that can be automated, though. Overall, a high degree of digitization could reduce the labor hours needed to run a future supermarket by around 40 percent. THE ROLE OF Our publication “Retail’s Revolution” shows STORES IN AN OMNI- how physical stores will play an important CHANNEL WORLD role even in a world of rapidly growing online sales. However, given the convenience of As shopping migrates online, brick- online shopping, if physical stores are to and- mortar stores will need to respond, survive – let alone thrive – they will need to in particular by turning shopping from a give customers new reasons to visit them. transaction into a pleasurable lifestyle
    [Show full text]
  • Title of White Paper
    Food Fight: Discovering Eight Truths of the New Era of Retail CONTENTS 1.0 INTRODUCTION ............................................................................................................................................................... 2 2.0 RETAIL IS BROKEN AND MAJOR DISRUPTIONS ARE TO BE EXPECTED .................................................... 3 2.1 FOOD FIGHT .................................................................................................................................................................. 3 2.2 RETAIL TRUTH ............................................................................................................................................................. 5 3.0 SUCCESS GOING FORWARD IN RETAIL WILL REQUIRE HUSTLE AND GRIT ............................................ 5 4.0 POST CLIQUE LOGISTICS IS A BIG DEAL ............................................................................................................... 7 4.1 FOOD FIGHT .................................................................................................................................................................. 7 4.2 RETAIL TRUTH ............................................................................................................................................................. 9 5.0 IT IS NOT ABOUT BRICKS VS. CLIQUES, IT IS ABOUT BRICKS AND CLIQUES ..................................... 11 5.1 FOOD FIGHT ..............................................................................................................................................................
    [Show full text]