Category: E-Tailing

Retail News Asia is committed to providing both local and global retailers with the latest E-Commerce & Etail news throughout the Asian market. This on a daily base.

  • Cash boost for Amazon India

    Cash boost for Amazon India

    Amazon India has received a massive $189 million cash injection from its US parent.

    It marks the biggest capital inflow into Amazon Seller Services in India since the brand made its debut in the nation in 2013.

    Five months ago the parent invested a $177 million taking the total to $460 million.

    “We are very excited by our growth and continue to invest in technology, especially mobile, infrastructure and logistics to support seller capability in order to deliver value to our customers,” an Amazon spokesman said.

    Amazon founder Jeff Bezos is on record saying he was prepared to invest up to $2 billion into Amazon India because he is confident about the eCommerce giant’s future prospects in the fast-developing market.

    The company now has 21 fulfilment centres, the newest near Pune City boasting 55,000 sqft.

    Rival Flipkart plans to raise $1 billion from investors, following a $700 million funding round in July. And Snapdeal reportedly raised $500 million in collaboration with Alibaba.

  • MasterCard online identity checks enhanced

    MasterCard online identity checks enhanced

    MasterCard has introduced a new online Identity Check, a suite of technology solutions that use advanced technologies to prove a consumer’s identity and simplifies the online shopping experience.

    The credit card system provider says existing methods to prove the identity of online shoppers often take consumers away from a retailer’s website, adding to the time it takes to shop online, too often leading to payments being declined or cart abandonment.

    MasterCard says Identity Check “will put identity verification at the cardholder’s fingertips” using technologies such as biometrics and SMS-delivered one-time passwords.

    “Today, people shop on all sorts of devices, and they expect technology to simplify and secure the transaction,” said Ajay Bhalla, president of Enterprise Security Solutions, MasterCard. “This is exactly what Identity Check delivers.”

    MasterCard Identity Check represents a shift in strategy from a reliance on what the consumer knows (passwords), to what they have (mobile phone or other smart device) and who they are (biometrics). Hundreds of cardholders in the Netherlands began using biometric-enabled payments last month, while a similar trial is also underway in the US.

    US financial institutions can choose to participate in MasterCard Identity Check beginning in the middle of 2016, with a global expansion in 2017.

    MasterCard research shows 53 per cent of shoppers forget crucial passwords more than once a week, losing more than 10 minutes when they reset their accounts. People in Singapore estimate that they lose more 15 minutes every time they have to reset a forgotten password.

    “As a result, more than a third of people abandon an online purchase, while six in 10 said it led to missing a time-sensitive transaction like buying concert tickets, and more than one in two in Australia and Singapore have been locked out of a website because of this,” MasterCard reports.

    On average, people have to enter passwords eight times per day for the 10 different online accounts or applications they regularly use every week. People in Japan and India enter passwords 11 and nine times a day, respectively, above the global average.

    More than one in five people use the same password for everything, while a further 58 per cent rely on only a few different variations – despite warnings it puts them at greater risk from fraud. In Singapore, nearly one in three people use the same password for all their accounts.

    Globally, more than half of people want to see passwords replaced by something more convenient, while continuing to deliver the same levels of protection and peace of mind.

  • Line Thailand to launch mobile payments

    Line Thailand to launch mobile payments

    Visa subsidiary CyberSource has sealed a partnership with mobile messaging app Line Thailand, to allow Thai users to make mobile payments using its Line Pay service.

    CyberSource, one of the world’s largest providers of eCommerce payment management services,  will offer its full suite of payment, fraud management and tokenisation services for Line Thailand, which will work with acquirer Krungsri (Bank of Ayudhya), Thailand’s fifth largest bank.

    Line and Cybersource will be able to process a wider spectrum of mobile payments from multiple card brands and issuers, as well as “certain alternative payment methods”.

    “The solution is designed to provide their customers with secure mobile payment options at affiliated online and brick-and-mortar stores without requiring an additional app,” explains CyberSource.

    Line has grown globally across 230 countries and regions since 2011, with its mobile messaging service app registering 205 million monthly active users as of April 2015. Some 33 million Thais use Line Thailand.

    Prapakorn Lipikorn, Head of Line Pay business development, with Line Thailand, said:. “This partnership is a key component in our strategy to cater to an ever-growing user base in Southeast Asia. We are able to streamline payment acceptance and create new growth opportunities for our merchants, while providing our users with a fuss-free mobile payment option.”

  • A Chinese online retail giant has Australia in its sights

    A Chinese online retail giant has Australia in its sights

    The possibility that China’s second-largest online retail giant will enter the Australian market poses a huge potential threat not just to bricks-and-mortar shops but to the slow-growing domestic online retail sector as well.

    That is the conclusion of Invast’s chief market analyst Peter Esho, who has just returned from a trip to China and was gobsmacked by the pace and scale of the digital revolution taking place there.

    He says the slowdown in overall Chinese GDP doesn’t capture the explosive growth in the tech space and widespread acceptance of online shopping, especially on mobiles.

    Nasdaq-listed JD.com is the Chinese equivalent of Amazon, second in size only to Alibaba. It started out selling electronics and has since moved into fashion, cosmetics, food and virtually every other consumer category (25 million SKUs in 2013 and it seems to have stopped counting since then.)

    With its own logistics infrastructure, its promise of same-day delivery has whacked physical shopping in parts of China.

    Esho believes that JD.com is eyeing the Australian market as part of its expansion plans in a push that could disrupt global competitors.

    “JD.com is considering an expansion into Australia which will see the Chinese online retailer potentially pipping Amazon.com to become the first truly global online retailer with an Australian operation,” he says.

    This could not only disrupt traditional stores, but many online retailers whose business model has been based on importing from Chinese manufacturers and selling to Australian consumers.

    “JD.com removes that middle-market opportunity,” Esho says, because it would link Chinese manufacturers directly with Australian consumers with same-day delivery.

    Despite years of speculation, Amazon has yet to set up a local operation in Australia, with rumours about warehouse space amounting to nothing. Its prices and shipping have also steadily risen in recent years, making it less attractive to local consumers.

    JD.com however has already established relationships in Australia including a logistics agreement with Australia Post after it set up its own Australian online mall earlier this year, which sells goods from Australian producers directly to Chinese consumers.

    It has signed up firms including Treasury Wine Estates, Blackmores and meat business Sanger to tap swelling demand from middle-class Chinese for well-regulated Australian food and health products. The company also bought a small stake in Murray Goulburn, and now sells its milk powder at about a 100 per cent mark-up.

    The Australian mall joined similar stores from the United States, Japan, France and South Korea selling authentic international brands on JD.com into a country flooded with cheap knock-offs.

    JD.com is one of the world’s largest e-commerce firms, with a market capitalisation on the Nasdaq of $US38 billion. It has 118 million active customer accounts and filled 689 million orders last year, according to its most recent results. Annual revenue growth is 61 per cent and the shares gained 4 per cent in 12 months, while Alibaba slumped 25 per cent.

    Within China, JD.com has 166 warehouses in 44 cities and delivers many products within one hour of the order being placed. Compare that with some online Australian retailers where one or two days can go by before even a confirmation email is sent to the shopper.

    Online shopping has slowed in Australia in recent months, growing at an annual rate of 7 per cent in August, according to NAB’s monthly online retail sales index. That is slightly faster than the comparable growth at retailers (excluding cafes and restaurants) of 4.7 per cent.

    Overall, online retail makes up about 7.1 per cent of retail spending, a similar proportion to the e-commerce market in the United States although annual growth in the US is a much faster at 14.1 per cent, according to the Commerce Department. In China, online retail grew 50 per cent last year.

    If a new global entrant with an established logistics model and massive buying power takes aim at the Australian market, it will not only undercut existing players but could also expand the market for an efficient, reliable everything store.

    “We are a large, unserviced market,” says Esho. “A lot of the problem with online is the delay in delivery, and that’s JD’s competitive advantage.”

  • Tie-up between Alibaba and Tencent a wake-up call for ‘bricks and mortar’ retailers

    Tie-up between Alibaba and Tencent a wake-up call for ‘bricks and mortar’ retailers

    Last week’s proposed merger between two of China’s leading consumer lifestyle sites was a wake-up call for firms that have yet to start an e-commerce platform in an economy where online transactions are tipped to total half of all consumer sales within seven years , experts say.

    Consolidation is raising barriers to entry in China’s highly competitive and rapidly growing online-to-offline (O2O) sector, where cab-hailing mobile application Uber and other firms try to draw customers to physical services via the internet. That means new entrants better have deep pockets and a smart business plan.

    Unless you have something special to offer, “a bricks and mortar strategy is basically dead in China”, said Shaun Rein, the Shanghai-based founder of China Market Research Group. And even then, O2O companies were still in cash-burning mode, “building market share but not generating revenues”, by subsidising services like a restaurant meal or cinema ticket to attract hits, Rein said.

    Last Thursday’s deal was a case in point. Valued at US$15 billion or more, the tie-up unites Alibaba-backed Meituan.com with Tencent-funded Dianping.com to create a dominant O2O player in services such as finding online deals, as well as in the group buying of coupons and accessing of ratings.

    The combined firm will now overshadow the sector’s third major player, the Baidu-owned Nuomi, which itself only recently unveiled plans to invest US$3.2 billion over the next three years, as it bids for a slice of an e-commerce market expected to grow from US$672 billion this year to US$1.97 trillion by 2019, according to eMarketer.

    Unfavourable demographics and competition from e-commerce create worse than expected headwinds to conventional consumer bands/products and distribution channels

    Jefferies analysts

    The speed at which China’s e-commerce market has grown has not surprised onlookers who say consumers savour the convenience of online shopping and home delivery rather than having to deal with gridlocked streets and polluted air.

    Chinese consumers bought 12.4 per cent of their retail products online last year. That number should rise to 33.6 per cent in 2019, forecasts eMarketer, and Rein predicts it may hit 50 per cent by 2022. By comparison, online retails sales in the United States, where retail space per capita is four times higher than in China, are expected to total just 9.8 per cent of total sales by 2019, barely budging from 6.5 per cent last year, eMarketer data shows.

    Those numbers are translating into a lot of deal making. There have been US$58.4 billion of internet deals involving Chinese companies this year, already almost double the amount for the whole of last year, Bloomberg data shows.

    China’s offline retailers have “to embrace e-commerce or fade away”, said Duncan Clark, chairman of BDA, a Beijing-based tech sector consultancy, while adding that managers must be mindful of the costs involved.

    Referencing the recent tie-up, Clark said: “Alibaba and Tencent are pragmatic when it comes to combining their proxies if it means ending ‘subsidy wars’ which get out of control. Its okay to toss in a few tens of millions of dollars into supporting a proxy, perhaps even a few hundred million, but beyond that logic kicks in and the temptation of combining forces to create a dominant player is too hard to resist.”

    The competition would only increase, Clark said, given improvement in logistics allowing same-day delivery of even refrigerated items.

    The lack of an e-commerce strategy is already weighing on investor sentiment, with a recent Chinese consumer report by investment bank Jefferies ranking a swathe of retailer and department store stocks “neutral” in part because of competition from online platforms.

    “Unfavourable demographics and competition from e-commerce create worse than expected headwinds to conventional consumer bands/products and distribution channels,” Jefferies analysts wrote.

    Challenges still exist for established retailers wanting to make the switch.

    “A lot of executives used to bricks and mortar can’t make the transition,” Rein said.

    Understanding the product range and service level expected by digital consumers was tough for people used to doing business in a different way, he said.

    “The competition is fierce and a lot will go out of business,” Rein said.

  • Foodora Hong Kong launches with 100 restaurants

    Foodora Hong Kong launches with 100 restaurants

    Foodora Hong Kong – the expensive little sister of Foodpanda – claims it already has 100 restaurants and cafes on its books as it formally launches its service.

    Foodora – whose imminent launch was reported by Inside Retail Hong Kong on September 29 – has today formally announced its creation after a trial in two suburbs: Central and Sheung Wan.

    A key plank of its marketing message is “Hong Kong’s first 30-minute food delivery service” which Hong Kong locals may well greet with a degree of skepticism.

    But Foodora, which was founded in Germany last October, says its proprietary logistics system “determines the optimal route between restaurants and customers to help drivers navigate the dense traffic of Hong Kong”.

    “The company’s dedicated, uniformed and friendly delivery team ensures maximum food quality and transportation standards by not stacking orders and knowing their terrain extremely well,” it says in a statement.

    The Foodora app sends updates along the order process, allowing customers to monitor progress of their food’s preparation and despatch.

    Meanwhile, Foodora says it has more than 100 local restaurants on board for its Hong Kong launch.

    “The company has set itself apart from traditional delivery services by working with big names in the restaurant scene, including the likes of Dragon-i, Iberico, Check-In Taipei,The Boss and Social Place. Restaurants such as Little Bao will for the first time offer hungry Hong Kongers an alternative to waiting in a queue for superior eats.”

    “Few realise Dragon-I has very talented chefs serving some of Hong Kong’s best Chinese and Japanese food,” said Raymond Young, GM of Dragon-I.

    “With Foodora we can now extend the Dragon-I experience into homes and offices.”

    Foodora Hong Kong CEO Mat Podesta says Hong Kong is one of the world’s great global cities and as such should have access to world-class food delivery services.

    “Foodora wants to introduce a new benchmark of reliability, speed, and quality, bringing Hong Kongers what other markets already enjoy.”

    While the brand is still restricting delivery to just Central and Sheung Wan, Podesta says Tsim Sha Tsui, Wan Chai and Causeway Bay will be added, along with an expanded list of 400 restaurants, by the end of the year.

    New customers can receive HK$50 off their first order with code: HELLOHONGKONG.

  • Snapdeal integrates offline, online retail in new platform

    Snapdeal integrates offline, online retail in new platform

    Indian online marketplace Snapdeal has launched an omnichannel platform that integrates its offline and online retail channels. It offers customers the convenience of online discovery and ordering along with faster hyper-local fulfilment and is expected to power an ecosystem of leading brands, large format retailers (LFRs), small businesses and technology start-ups. 

    The first categories to go live on the Janus omnichannel platform will be mobile phones in partnership with The Mobile Store (TMS), automobile tyres with Michelin, inverters and batteries in partnership with Luminous and fashion products with Shoppers Stop.

    “This platform will blur the lines between offline and online retail, demonstrating that both channels can act as gateways to each other,” said  Kunal Bahl, Co-founder and CEO, Snapdeal.

    Snapdeal said various studies have shown that consumers switch between online and offline before making purchase decisions. For one, 77 percent of consumers browse in stores before making a purchase online and 55 percent consumers conduct on-the-go mobile research before making a purchase in-store.

    In certain categories of products like mobile phones, majority customers follow up their online purchase with a visit to the store for accessing related services like data transfer, screen protection etc.

    These trends clearly indicate a need to create channels for customers to seamlessly access the benefits of both online and offline to create a delightful buying experience.

    Customers buying their phones on Snapdeal will have the option to pick up or get their phone delivered from the nearest TMS store within two hours of ordering. TMS trained agents will also help set up and demonstrate phone features in addition to offering services like sim resizing, data transfer, screen guard installation, all in the comfort of the buyer’s home.  Customers will also be able to access these services at the nearest store if they chose the pickup option. These services will be available across 70 cities in India. 

    “We look forward to scaling up this ecosystem by leaps and bounds in the coming months with more like-minded partners,” said Tony Navin, Senior Vice President, Partnerships and strategic initiatives.

  • Startupbootcamp FinTech partners CIMB to expand regional reach

    Startupbootcamp FinTech partners CIMB to expand regional reach

    Financial services technology accelerator Startupbootcamp FinTech and Malaysia’s CIMB Group have announced a partnership that would give startups in the programme access to the region’s markets.

    In a statement announcing that applications for next year’s accelerator programme are now open, CIMB said the partnership would increase support in offering the 2016 startups additional expertise, exposure channels, and access into the high potential markets in Asean, particularly Thailand and Indonesia.

    “Both countries have high smartphone penetration and high numbers of unbanked, with Indonesia, for example, being home to 6% of the world’s unbanked, which makes these markets well-timed for FinTech innovation,” the banking group said.

    The Startupbootcamp FinTech Singapore 2016 accelerator programme will provide funding, mentorship, office space and access to a network of industry partners, investors and venture capital firms for 10 selected Singapore-based FinTech startups. Each successful team will also receive 15,000 euros (RM70,469) living expenses and office space for at least three months at accelerator hub, BASH, in Singapore’s startup cluster, One-North.

    Launched late last year, the Fintech programme has to date accelerated 11 teams, who graduated from the accelerator on July 29, having received mentorship and practical guidance from over 200 entrepreneurs, investors, industry participants and partners as well as access to international markets.

    Commenting on the partnership, CIMB Group CEO Tengku Datuk Zafrul Aziz said that as a leading Asean universal banking group, CIMB is strategically placed to assist businesses including startups, in the region to realise their potential.

    “We are certainly excited to partner Startupbootcamp FinTech to not only advance financial innovation in the region, but also create in-roads for these FinTech businesses in growing markets such as Thailand and Indonesia.

    Furthermore, as CIMB continues to spur our own innovation space, this partnership also opens up further avenues for collaboration and cross-pollination of ideas with these startups to grow FinTech in Asia. I am confident that CIMB would be able to adopt some of the innovative solutions that are brought to fruition through our investment into this partnership,” said Tengku Zafrul.

    CIMB, a firm advocate of banking technology, counts products and services such as CIMB Clicks, Plug N’ Pay, Rekening Ponsel and Speedsend under its belt.

    Startupbootcamp FinTech co-founder Markus Gnirck, meanwhile, said that the partnership with CIMB was a huge value-add for our startups, offering them great accessibility to the region’s growing markets.

    Along with the opening of applications, plans for a new FastTrack tour, which will take place in 14 different cities across the Asia Pacific region were also unveiled.

    The FastTrack tour will provide startups with the opportunity to pitch before an audience of financial industry experts and angel investors and receive one-on-one advice on their business model and go-to-market strategy.

  • Luxury shoppers in China spending 28 per cent more per online purchase than in 2014, study shows

    Luxury shoppers in China spending 28 per cent more per online purchase than in 2014, study shows

    Unfazed by the country’s economic slowdown, luxury shoppers on the Chinese mainland have increased their purchases online as a range of e-commerce options provide attractive deals – from cosmetics and clothes to cars and property.

    That trend was uncovered from a joint survey of 10,150 luxury consumers in China by global professional services giant KPMG, online luxury retailer Mei.com and Chinese media firm Sina’s Nasdaq-listed micro-blogging service Weibo. The survey was called China’s Connected Consumers 2015.

    “The pace of change in today’s marketplace in China is taking retailers and brands by surprise,” Egidio Zarrella, the clients and innovation partner for China at global professional services giant KPMG, said on Tuesday.

    The new KPMG-led study found that the average spending by mainland luxury shoppers has increased 28 per cent to 2,300 yuan (US$362) for each single e-commerce purchase, up from 1,800 yuan average in last year’s survey.

    It also found that 45 per cent of respondents in the latest survey said they have bought many luxury items online.

    While only 1 per cent said they have bought domestic and overseas properties and cars online, about 50 per cent of those surveyed said they have not ruled out making those purchases online in the future.

    “China’s luxury consumers are looking for something beyond the physical shopping experience,” Zarrella said.
    “They are moving from just owning a luxury product to experiencing luxury, including gourmet dining, fine wines, private flights, bespoke safaris, luxurious travel tours, spa treatments, art auctions and an ever increasing range of investment services.”
    In a report early this year, management consulting firm Bain & Company estimated that China’s luxury market reached 115 billion yuan last year, down 1 per cent from the previous year, as Beijing cracked down on lavish spending by government officials.

    The country’s luxury market was largely expected to remain under pressure because of the slowing economy. Mainland China’s gross domestic product growth was exactly 7 per cent in the first and second quarters of this year, compared with close to 8 per cent last year.

    Zarrella, however, pointed out that e-commerce spending in the world’s second-largest economy shows a completely different picture.

    The survey, which had respondents from 90 Chinese cities, found an increase in the average amount spent on luxury purchases in most product categories.

    It showed that a higher amount was being spent on average for popular categories such as bags at 109 per cent, women’s apparel at 58 per cent and cosmetics at 18 per cent. There was also a significant increase in spending on categories such as watches at 126 per cent and jewellery at 65 per cent.

    The top-selling product categories in China’s e-commerce market are cosmetics, women’s shoes, bags and leather goods, women’s apparel and accessories.

    “Price is becoming less of a driver [for online sales],” said Thibault Villet, the chief executive at Mei.com. “But value remains important as customers are well informed about global prices since most of them travel.”

    The study found that Chinese luxury online shoppers prefer to buy on so-called online-shopping platforms, such as e-commerce giant Alibaba Group’s Tmall.com.

    “Tmall controls over 50 per cent of the total business-to-consumer e-commerce market in China,” Villet said.

    That preference was attributed to the multiple online merchants in such platforms, the extensive information on products and pricing, peer ratings of sellers, regular promotional activities and payment gateways like Alipay and Tencent Holdings’ Tenpay.

    Villet said Mei.com plans to open its own e-commerce platform dedicated to luxury goods by next year to better compete on the mainland.

    He said the exponential growth of smartphone adoption on the mainland has also helped boost mobile e-commerce purchases. “We expect Mei.com to be fully mobile by the end of 2016,” he added.

    Mobile e-commerce sales will account for more than half of online retail shopping in mainland China by next year, according to New York-based research firm eMarketer.

    It forecast mobile e-commerce would make up 10.9 per cent of all retail sales in the country next year and 55.5 per cent of online retail shopping as the sector grew to a record US$505.74 billion, up from an estimated US$333.99 billion this year.

    The government-backed China Internet Network Information Centre has reported the number of users who accessed the internet through mobile devices reached 594 million in June, up from 557 million in December last year, while the overall number of internet users rose to 668 million from 649 million.

    Andrew Taylor, a co-founder of Juwai.com, which connects Chinese buyers to overseas property, said mobile browsing by consumers in China was a major driver of brand awareness for his company.

    “We see that many of the more affluent customers who look for luxury properties use [Tencent’s instant messaging service] QQ and call us,” Taylor said.

    “The younger consumers contact us through [Tencent social mobile messaging platform] WeChat and Sina Weibo.”

    So-called online-to-offline activities is a trend that will continue. Zarrella said that physical stores have a role to play in triggering e-commerce purchases of luxury goods.

    “We see a growing number of online platforms launching pop-up shops in malls, or have tie-ups with physical stores to give buyers an opportunity to inspect these products,” Zarrella said.

    Thomas Crampton, the global managing director at Social@Ogilvy, the worldwide practice of marketing group Ogilvy & Mather involved in social media, said an online-only approach in China is not sustainable for brands.

    “At some point, each brand will need a face-to-face touchpoint,” Crampton said.

    “We helped an automotive brand, analyse, interpret and optimise the shopper journey,” he said as an example. “From a traditional purchase cycle of over 200 days, the brand managed to sell over 300 cars in a matter of three minutes through WeChat.”

  • Asia mCommerce shopping soars

    Asia mCommerce shopping soars

    Asia Pacific consumers are increasingly likely to make their online purchases and bill payments through mobile devices (mobile phone or tablet), rather than via desktops, according to Visa’s 2015 Regional eCommerce Monitor Survey.

    The survey, which polled 11,760 respondents from 13 markets in Asia Pacific, found respondents reported an average 22 per cent increase from 2014 in Asia mCommerce shopping.

    Respondents from Indonesia (36 per cent), Mainland China (34 per cent) and Taiwan (28 per cent) reported the greatest growth in mCommerce during the year.

    The rising popularity of mCommerce among Asia Pacific consumers is narrowing the gap with traditional eCommerce channels such as laptops or desktop computers across the region. In Thailand, consumers are as likely to purchase using their mobile devices as through desktops, while the mCommerce-eCommerce gap in markets such as Mainland China (eight per cent), Korea (nine per cent) and Indonesia (nine per cent) is decreasing.

    Visa’s regional director for eCommerce, Conor Lynch said the results show that making purchases on the go through mobile devices is becoming the norm in Asia Pacific.

    “As consumers get more comfortable using their smart devices to research, browse and purchase, mCommerce should soon overtake traditional eCommerce habits, strengthening this channel of engagement between consumers and retailers.”

    The survey also found travel, bill payments and movies were the top spending categories for eCommerce in general across Asia.

    For mCommerce, the top three categories are also fashion, bills and movies at 27 per cent each.

    “Across Asia Pacific, we are seeing that ticket-size, as well as the nature of the purchase, impacts how consumers purchase goods and services online. Consumers in this part of the world, are already comfortable purchasing smaller ticket-sized, everyday items by clicking the purchase button on an app or checkout button on a mobile device,” Lynch said.

    Another continuing trend revealed by the survey is the tendency for consumers to engage in cross-border online shopping. In particular, consumers from Singapore (77 per cent), Australia and Hong Kong (75 per cent) and New Zealand (74 per cent), are the most likely to make online purchases from retailers abroad, well above the regional average of 55 per cent. On the other hand, consumers from Japan (81 per cent), Taiwan (61 per cent) and Vietnam (57 per cent) are more likely to shop at domestic online stores.

    When shopping online with an overseas retailer, price (68 per cent), access to products (60 per cent), paying and delivery processes (40 per cent) and reputation of products (29 per cent) are key motivations for Asia Pacific consumers.

    The Visa eCommerce Monitor Survey 2015 was conducted by ORC International Singapore with 11,760 consumers, aged 15 to 55 years and across 13 countries and markets – Australia, Mainland China, Hong Kong, India, Indonesia, Japan, Malaysia, New Zealand, Singapore, South Korea, Taiwan, Thailand and Vietnam in May and June 2015.

  • Muvi Studio announces the Launch of its Roku App

    Muvi Studio announces the Launch of its Roku App

    Muvi Studio, a leading Cloud based Video Streaming Platform solution backed by New York-based tech firm Muvi LLC, has announced the release of a new Roku App for its clients. After the launch of this new feature and the recent launches of Apple TV and Chromecast apps, VOD businesses can now go multi-screen in a very short launch window, delivering a multi-platform performance via one screen.

    With the development of this new app, it has finally become a possibility for a video streaming business to launch their Roku app directly with Muvi Studio in a matter of couple of days! Apart from the stunning turnaround time, the opportunity of transcending beyond Apple TV to reach out directly to a huge subscriber base that Roku enjoys is a dream come true for many online video startups today. It may also be noted that Muvi Studio is one of a kind cloud-based self service platform that offers a video streaming solution and bundle of this scale and with such a TAT, it’s worth the attention.

    There is a reason why a Roku app has become so critical for online video. We break it down in to a set here:

    1. Engagement : In between April 2013 – September 2014, viewer engagement rose from an average of 35 hours per month to 48 hours per Roku per month; both numbers were higher than the average number of hours people spent watching any form of TV in the United States.
    2. Active User Volume: There are over 8 million Roku devices in active use currently. While this represents only 3 percent of total Internet users in the United States, it points toward a dramatic growth trajectory.
    3. Content: Roku is no ordinary streaming box. While availing you VOD services like Netflix and HBO GO, Roku also gives you local TV channels too. In case of an internet outage, you revert to TV and in case of a TV outage, you revert to the web. This leads to higher customer engagement and higher box sales as well, which implies a steadily growing customer base.

    A Roku app today is as crucial as an iOS or an Android app because it has an enormous reach and telecasts directly to the TV. At the time of publishing, ISKCON’s VOD Service has become the first platform to launch its Roku App with Muvi Studio.

    ISKCON’s VOD service has become the first Muvi Studio powered service to publish their own Roku app and seem confident on a wide audience reach.

    Not just ISKCON VOD, but online video startup launching today has to publish his apps across different platforms in short timeframe and Muvi Studio makes it possible for them to launch those multi-platform apps in 2 days. Yes, just, 2 days! Normally, this would take months of time and a staggeringly high budget but both of them don’t seem to be an issue onboard the Muvi Studio platform with a 2-day window and minimal app pricing.

    It would not be too soon to believe that Muvi Studio has stirred the cup very well here without spilling the content and raised the bar for others to come.

    Muvi Studio take care of all the streaming needs, live or on-demand allowing a content owner to launch a live IPTV channel to a catch-up TV or on-demand site like Netflix or Hulu at a click of a button in matter of few minutes and with Zero CapEx Cost!

    Muvi Studio handles everything from provisioning of the IT Infrastructure to build, deploy and management of front end applications like Website, Mobile Apps for iOS and Android, Apps for Media boxes like Amazon Fire, Roku, Apple TV to apps for Gaming Consoles like PlayStation and Xbox. All out-of-the-box at a click of a button without incurring any upfront CapEx cost.

  • Origami launches payment service

    Origami launches payment service

    Origami, a social eCommerce startup for fashion and lifestyle products, is entering the offline payments fold.

    The startup, one of Japan’s most-funded, has announced the beta release of ‘Pay with Origami’ and ‘Shop Reward Program’. The new services allow existing users to pay for items at bricks-and-mortar retailers with credentials stored in the Origami app. They will also help retailers connect the dots between their customer’s online and offline purchases, data that can be used to provide special perks and incentives for repeat shoppers.

    Founded in February 2012, Origami unveiled its online-to-offline (O2O) mobile shopping app in April 2013. Users can follow their favorite brands within the app and receive updates when new items are introduced. It also recommends lesser-known brands and boutiques based on existing likes and purchase history. Users can share their likes and follows on social media, creating free advertising for the startup’s partner merchants.

    Approximately 100 influential brands – including Hankyu Men’s Tokyo, Urban Research, Head Porter, Toms, and MoMA Design Store – are scheduled to join Origami’s payments beta.

    “I created Origami to become a fintech company, but we decided to start with fashion- and lifestyle-focused mobile commerce” Origami founder and CEO Yoshiki Yasui told Tech in Asia.

    “They already have the followers on Facebook and Twitter, they have the best retail locations, and they set the benchmarks for other brands to look up to.”

    With its focus on O2O from the outset, it makes sense for Origami to offer an offline payments solution that keeps users and merchants within a single ecosystem. But becoming a force in Japan’s crowded offline payments space will be easier said than done.

    When you step up to a cash register in Japan, you’re often met by one or more contactless payment terminals for a seemingly endless variety of RFID-compatible cards and mobile phones (though NFC options remain slim to none). You can use your subway pass to buy a bottled water or your flip phone to buy a Big Mac, for example, but these options are largely limited to convenience stores and fast-food chains.

    Fashion retail is almost entirely cash or credit, and nearly 40 per cent of all consumer transactions in Japan are done with cash.

    ‘Origami for Business’ will use an iPad-based payment terminal without replacing the merchant’s existing POS systems. When an Origami user wants to make an in-store purchase, they simply scan a QR code with their smartphone or enter a six-digit pin code. Since Origami was born as an eCommerce platform, Yoshiki says that many users’ credit card details are already registered with the app.

    Pay with Origami and the startup’s new reward program are currently available in beta for iOS, with an Android version in the works. Origami accepts Visa and MasterCard for in-store payments, with more credit card options coming soon. They charge partner shops 3.25 per cent per transaction.

    The startup’s two biggest advantages over existing offline payment options will be that captive app audience and its founder’s connections in the financial world – Yoshiki was an investment banker and venture capitalist before becoming an entrepreneur.

    “Payments and eCommerce are the same, the only difference is online versus offline,” Yoshiki said.

    “If you buy three items from a retailer’s online store, then the fourth purchase is made in-store, you get treated like a first-time customer. That’s just wrong.”

    According to Techlist data, Origami is among Japan’s top-10 most highly-funded startups.

  • Sa Sa opens JD.com flagship

    Sa Sa opens JD.com flagship

    Sa Sa International says its online arm sasa.com will launch a Sa Sa flagship store on JD.com’s eCommerce platform, JD Worldwide .

    The move opens the way for more than 100 million JD shoppers to access Sa Sa products in the Mainland as well as in Hong Kong.

    “As a leading cosmetics retailing group in Asia, Sa Sa has been striving its best to provide quality products, best value and professional service to its customers,” said the company in a statement.

    “To flexibly respond to the huge demand from Mainland Chinese customers for cosmetics products and the increasing popularity of eCommerce in the mainland, the group proactively expands its eCommerce business in China through sasa.com and continues to improve its service, making every effort to offer a better shopping experience for more consumers.”

    JD.com is China’s largest online direct sales company with over 100 million active users. Its online shopping mall is content-rich, user-friendly and trustworthy and has an efficient delivery service.

    Sa Sa and JD.com say they share a common mission to provide consumers with the best shopping experience, which put the two parties together in forming this partnership.

    Dr Guy Look, CFO & executive director of Sa Sa, said: “By launching a flagship store on JD Worldwide, sasa.com will expand its customer reach in China, while over a hundred million JD users will be able to enjoy direct access to Sa Sa’s wide selection of globally renowned cosmetic and skincare brands.

    “We believe that the strengths of Sa Sa and JD will complement each other to realise synergies in this win-win partnership. We are looking forward to working with them to deliver a premium online shopping experience to customers throughout China.”

  • How to cope with the eCommerce fever

    How to cope with the eCommerce fever

    Familiarity breeds consent. Merchants who use transaction data in a secure and intelligent way will unlock the trust of the consumer in the fast growing eCommerce world, according to a new white paper researched by MasterCard.

    “People will be able to choose to only receive offers that are relevant and of value to them, and companies that get the equation right will be given permission to access more touch-points in people’s’ lives,” the report concludes.

    That’s one of 10 concepts identified in the report which aims to help fill what MasterCard describes as a “knowledge gap” among retailers keen to adapt to the changing buying preferences of customers but unsure of the safety and security of new payment and shopping technology.

    “As the world continues to be swept in an ‘eCommerce fever’, increasing numbers of people are beginning to swap notes and coins for taps and swipes. It is imperative that merchants possess the information and know-how required to harness the onslaught of ever-evolving consumer demands and technological advancements presented to them,” says MasterCard.

    The white paper on the “10 Industry-Wide Transformations Impacting eCommerce in Asia Pacific and Implications for Growth” was developed following conversations with various eCommerce players across Asia Pacific, and examines perspectives from industry leaders on the varied state of eCommerce in these markets.

    MasterCard has identified a knowledge gap in three key areas:

    • The transformation of the eCommerce consumer journey in Asia Pacific as a result of technology;
    • The change in consumer purchase behaviour in Asia Pacific, and clear best practices of how to drive transaction velocity; and
    • The implications for growth for both merchants and issuers within the eCommerce industry.

    As such the white paper also identifies growth challenges and marketing opportunities, as well as provides an overview of the future of eCommerce in Asia Pacific, the largest eCommerce region in the world.

    “Asia Pacific’s eCommerce trajectory has been nothing short of explosive, and with a growing consumer base that is twice as likely, to buy online than any other group in the world, the opportunities are endless,” explains Sam Ahmed, group head of marketing, Asia Pacific at MasterCard.

    “As consumers transact more online, the importance of digital payment options that give consumers a seamless check-out experience is on the rise. And along with that, the need for payment security.”

    In a world proliferated by smartphones, it is perhaps unsurprising that these mobile devices have become the shop fronts of today. From air tickets to Air Jordans, consumers are spoilt for choice, equipped with the ability to browse through billions of brands and products at the swipe of a fingertip.

    “Unfortunately, such advanced technology also presents a catch-22 for merchants. Whilst retailers benefit from the conveniences and wide-reach enabled by the internet, many are faced with the issue of retaining customers’ attentions.

    “With this paper, we explore the opportunities and issues facing the industry, and share successful case studies for growth from MasterCard’s own innovations with the digital & eCommerce engine. Using the engine operating model, we have collaborated with merchants, issuers and technology partners like Facebook to drive transaction velocity and achieve unprecedented results,” Ahmed said.

    Some more of the 10 transformations MasterCard has identified are:

    • You’ll never shop alone. Consumers will browse, rate and recommend products and services with friends and followers at all times. We already see an increase in partnerships between merchants and social platforms like Instagram, Facebook and Pinterest that make each shopping moment shareable with one-click. This taps into the growing dominance of influencer and peer marketing that consumers are growing accustomed to.
    • Data will drive intent. We will be prompted to shop for things even before we knew we needed it. Fridges will generate shopping lists based on consumption patterns and preferences, and your location will serve up the best deal for dinner. Shopping will be one component of a much larger digital ecosystem. Data gathered from operating systems and mobile devices will inform what we buy, when we buy and who we buy from.
    • Service and rewards will be the killer-apps. Comparison shopping will make the price table stakes. The merchants who deliver on their brand promise in a personalized and emotionally engaging way will earn the dollars and loyalty of consumers. Reward systems and CRM programs will become critical for sustainable success.
  • JD.com launches Italian Fashion Mall

    JD.com launches Italian Fashion Mall

    The best of Italian fashion will soon feature on a new fashion mall being created by JD.com.

    JD.com, China’s largest online direct sales company, says the Italian Fashion Mall is dedicated to introducing Italian fashion brands and products to consumers in China. JD.com and Europe Design Center also jointly announced the participation of three renowned Chinese fashion designers – Lin Gu, Ali Tan and Xiaoyan Xu – in Milan Fashion Week. The three designers were selected through a competitive program run by JD.com and Europe Design Center, and their participation marks the first time Chinese designers will participate in Milan Fashion Week.

    The announcement was made at an event during the Milan Fashion Week.

    President of JD Mall’s Apparel and Home Furnishing Business Unit, Lijun Xin said the online mall will offer China’s “increasingly sophisticated and fashion-conscious consumers a fantastic range of choices,” while offering Italian brands and designers a powerful sales platform in China.

    “Fashion has been an important part of JD.com’s development into a comprehensive eCommerce platform, and we look forward to bringing products from the world’s most exciting designers to our 118 million customers.”

    JD.com’s JD Apparel platform features top international brands such as Lacoste and GAP and introduces the latest fashion trends to consumers through JD fashion shows held twice annually in China. Currently there are over 40,000 merchants featured on the JD Apparel platform.

    As part of the JD Apparel platform, JD.com recently launched its “JD Wardrobe” app for mobile devices. The app allows consumers to mix-and-match fashion items in a virtual wardrobe, share selected items with friends and receive fashion advice from virtual fashion experts.

    The Europe Design Center is created by the Director of Design Institute of Politecnico di Milano Arturo Dell’Acqua Bellavitis, and Alan Zhong, director of Future Master project of Italian design cultivation plan, also with the support of Honarary President of Italian National Fashion Association Mario Boselli, and in collaboration with experts from fashion and design sectors, to strengthen the talents and commercial exchange between Italy and China in field of fashion, industrial design, high tech and architecture.