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  • [INFOGRAPHIC] 2019 at DataWeave: Blazing New Trails

    [INFOGRAPHIC] 2019 at DataWeave: Blazing New Trails

    As another year comes to a close, we look back at 2019 with fond memories and look forward to the exciting new prospects of 2020. Take a trip with us as we highlight some of DataWeave’s milestones of the last twelve months.

    Over the course of the year, DataWeave’s success has gone hand in hand with the evolution of retail and e-commerce, reinforcing the relevance of our technology platform.

    Our rapid growth in the North American market is a reflection of how intense competition in the region is triggering the need for accurate, timely, and actionable competitive and market insights, as well as other avenues for retailers and brands to gain a competitive edge.

    Last year, we saw a resurgence of big-box (omnichannel) retailers as they adopted innovative approaches to play to their strengths (their offline stores). Offering buy online, pick up in store (BOPIS) or click-and-collect options, rolling out price match guarantee programs, and expanding their partnerships with delivery services like Instacart, enabled these retailers to leverage the best of both the online and offline worlds to compete with e-commerce firms.

    Amazon continues to dominate e-commerce with a daunting 38% share in the US. Still, the partnerships between brands and Amazon are increasingly being tested. Nike and Ikea recently joined the likes of Swatch and Birkenstock to sever ties with the retail behemoth. This seemingly growing trend is largely due to counterfeits continuing to leak through the system.

    Brands that used to de-prioritize their focus on their eCommerce channel (as it often was only a small portion of their revenues) have come to realize that consumers use large marketplaces like Amazon not just to shop for products but also to perform product research. As a result, how these brands are represented and sold online impact their offline sales. And with the onset of BOPIS and click-and-collect initiatives, brands can now analyze this correlation even at a hyperlocal (ZIP-code) level.

    Large marketplaces, for their part, have started taking advantage of the increasingly brand-agnostic shopping behavior of consumers by launching ad-platforms for brands and manufacturers, enabling them to boost their visibility online.

    Due to such sweeping transformations to the market landscape, brands and retailers are increasingly looking more toward intelligent tech-based solutions to help them gain a competitive edge.

    In order to effectively serve the growing need for competitive and market insights, we’ve pushed our platform to its limits and beyond. It’s our constant endeavor to innovate and improve. This is evident with the launch of a host of new features on our product suite, especially Brand Analytics – designed to enable consumer brands to protect their brand equity and optimize e-commerce performance.

    One of the key factors that enabled us to achieve all the milestones we did is the aggressive hiring of some of the most skilled talent in the tech industry. Our team grew by 44% in 2019, giving us additional confidence to raise the bar on our capabilities and offer 95% accuracy in our data and insights to our customers consistently.

    We’re encouraged by the fact that we’ve more than doubled as a business, year-over-year, for the past several years, without depending solely on growing the team, but also by consolidating our technology stack, optimizing our processes, and scaling our products.

    Here’s a sneak peek into our performance in 2019:

    2020 Vision

    The upcoming year promises to be an exciting one for the retail industry and the consumer brand space at large. We plan to be at the helm and increase our footprint all around. There’s a strong focus to expand our US team and consequently, the business. While we continue to strengthen our roots in India, we will look toward other mature markets like the UK, Germany and the Middle East as well.

    On other fronts, we’re gathering steam on new partnership engagements – consulting firms, ad tech firms, marketing agencies and complementary technologies. We will also expand our foray into the travel and delivery services verticals.

    With our diversifying portfolio, we haven’t lost sight of one of the most important aspects of any successful company – its employees. We will continue to keep our employees engaged, motivated, and satisfied by providing vertical and horizontal career growth opportunities, conducting personalized training programs, organizing hackathons, fostering cross-team collaboration and learning, and encouraging everyone to periodically blow off some steam at company retreats and the ferociously fought in-house sports tournaments.

    Here’s to a stellar 2020 of empowered retailers and brands. We wish them well as they navigate the dense competitive landscape, knowing that they have an ally in their corner with DataWeave.

  • Black Friday 2019 Pricing for Online Furniture

    Black Friday 2019 Pricing for Online Furniture

    For today’s shoppers, instant gratification is the need of the hour. It’s, therefore, no surprise that furniture e-retail has been picking up steam over the last decade. What was once a norm to physically touch and feel before making a purchase, is now just a few clicks away. Retailers have bridged the gap by making the purchase process as seamless as possible – easy finance options, hassle-free returns and variety.

    While several factors play a role in driving consumers to shop furniture goods online, price is the primary motivator, as is the case with most popular product categories sold online.

    During Black Friday 2019, DataWeave performed an analysis on a sample of 23,000+ products across six of the top furniture retailers – Amazon, Home Depot, JCPenney, Target, Walmart and Wayfair. Ten product types were covered in the furniture category (such as Beds, Bookcases, Mattresses, Sofas, etc.) and the analysis focused on the top 500 ranked products of each product type.

    To get an accurate depiction of the additional markdowns during the sale, we took the mode of the prices for the preceding week and compared them with that during the sale.

    Additional markdowns

    Target (25%) and Home Depot (21%) marked down their prices most aggressively during the sale.  JCPenney and Wayfair stood out for offering additional markdowns on the highest portions of their ranges (67% and 46% respectively), even though the average markdown percentage was fairly conservative. Amazon and Walmart were steady as usual, with additional markdowns of 8% and 10% on 15% and 17% of their assortment, respectively.

    Premiumness

    To further understand the furniture pricing strategies of these retailers, we categorized their products into buckets of how expensive or cheap the product is (High, Medium, and Low in terms of price), relative to the rest of the products hosted by the retailer, and studied how the additional markdowns varied across these buckets. Where the MRP was not displayed, the most expensive price of the product during the holiday period prior to Black Friday was considered to define the “premiumness” of the product.

    Two patterns clearly stand out from this analysis. Most of the retailers remained relatively equitable between their premium categories with nothing significant to report in terms of varying markdowns. Home Depot and and JCPenney are the only exceptions here, but not by much.  The other interesting insight is that the percentage of marked-down products had a near unanimous pattern of the high level being the most covered, followed by the medium and then low.

    Therefore, while there wasn’t a significant variation in the average markdown across premiumness levels, a larger portion of the high-premium goods were consistently offered at a discount across all retailers.

    Popularity

    Much like our premiumness categorization, we investigated products based on their popularity levels as well. We’ve defined popularity using a combination of the average review rating and the number of reviews for each product, condensed to a scale of low, medium and high.

    We observe slightly different furniture pricing strategies adopted by retailers across popularity levels. While Home Depot, Amazon, and Wayfair chose to provide higher markdowns on their more popular products, Target, JCPenney, Walmart chose to provide higher markdowns on their least popular products. In addition, a larger portion of the least popular products were consistently offered on discount by almost all retailers.

    In combination with our findings across premiumness levels, we can surmise that part of the strategy of most retailers was to liquidate their stock of expensive and unpopular products during the sale.

    Price Change Activity

    As part of our analysis, we also tracked the level of pricing activity across retailers over the last week of November, in terms of the number of price changes made as well as the average price variation for each retailer.

    In general, we can see that Amazon and Walmart  consistently made several price changes through the week, though the average magnitudes of these price changes were relatively low. This echoes the pattern we’ve observed through our analysis of other product categories during the sale event, as well.

    Also, we see an almost coordinated increase in the number of price changes and the average magnitude across the 27th and 28th of November. This is likely an attempt by the retailers to get a head start on Black Friday deals.

    An unusual and interesting pattern was observed with Wayfair, which started out the week with the most changes at 2500. It then tanked the next day and hovered around 500 till the 28th, only to spike to 2500 again. All these changes though, had their variation in and around 5%.

    In summary, its interesting to observe how different retailers approached the much-anticipated holiday season sale events differently. As one might expect, there are significant variations among retailers in the aggressiveness of discounting activity as they approached Black Friday, and on Black Friday itself. Contrasting pricing strategies for popular and premium goods were also observed.

    If you would like to learn more about the pricing of top U.S. retailers across other product categories like consumer electronics, fashion, and beauty & health, check out our series of articles on Black Friday 2019.

  • Health & Beauty on Black Friday: Analyzing Pricing Strategies of Top U.S. Retailers

    Health & Beauty on Black Friday: Analyzing Pricing Strategies of Top U.S. Retailers

    We’ve come a long way from face paint and medicinal herbs to multi-billion dollar industries revolving around health and beauty. Customers are getting increasingly bombarded with variety that promises something for everyone. In fact, a recent DataWeave study identified Health & Beauty as one of the most popular CPG categories in the U.S., both in terms of assortment strength and brand concentration. As with most other categories, pricing activity around Health & Beauty is especially abuzz when Thanksgiving weekend comes around.

    As part of our series of articles analyzing the pricing of leading retailers across categories on Black Friday, the DataWeave team performed an analysis on a sample of 14,000+ products across six top retailers – Amazon, JC Penney, Macy’s, Nordstrom, Target and Walmart. Seven product types were covered across the category, such as Fragrance, Hair Care, Makeup, etc. and the analysis focused on the top 500 ranked products of each product type.

    Additional markdowns

    For this analysis, we considered the mode of the prices for the week before and compared it with that during the sale. This painted a picture of the additional markdowns for the duration of the sale.

    Similar to our prior coverage of the Fashion category during Black Friday, Macy’s had the broadest reach in terms of the marked down products at 25.6%. The average percentage of the markdowns was 22% and was only eclipsed by JC Penney with an average of 34.7%, though this was only offered on 3% of its range. At the other end of the spectrum, Amazon and Walmart had the lowest markdowns at 8.9% and 8.4% respectively but were among the top three in products covered (18% & 12%). Target and Nordstrom offered mid-range markdowns across the board but on a rather conservative selection of products of 5% and 3%, respectively.

    Additional markdowns by product types

    When we delved further into the product types, we noticed that a majority of the retailers heavily marked down makeup, shampoo & conditioner and men’s hair care products. The table illustrates the top three discounted categories for each retailer we analyzed.

    Premiumness

    We categorized the products across retailers into buckets of how expensive or cheap a product is, relative to the rest of the products hosted by the retailer in the respective product type. Where the MRP was not displayed, the most expensive price of the product during the holiday period prior to Black Friday was considered for this categorization. We then tagged products as High, Medium and Low in terms of product premiumness, with High referring to the more expensive products.

    In line with previous trends, Macy’s had the highest markdown on its high level products at 32.8%. It also had the widest coverage for the category at 20%. Amazon, Macy’s, Target, Walmart followed the expected approach of providing higher markdowns on the more premium products, and also on a higher portion of these products. This would be consistent with their goal of providing attractive offers on premium goods while also protecting their margins.

    JC Penney and Nordstrom were exceptions here, with JC Penney providing higher markdowns on its cheaper goods, while Nordstrom focused its markdowns on the medium bucket.  That being said, it should be reiterated that the portion of products with markdowns for both thee retailers was relatively small.

    Popularity

    Similar to categorizing the products at levels of product premiumness, we categorized them into levels of popularity as well. Here, popularity is defined using a combination of the average review rating and number of reviews obtained for each product.

    Interestingly, no consistent pattern has emerged that indicates a strategic focus on factoring product popularity into their pricing strategies for Black Friday.

    Macy’s, JC Penney, and Nordstrom chose to provide higher markdowns on their highly popular products, of which only JC Penney and Macy’s chose to also markdown a higher portion of their highly popular products. It was just as common though to see retailers (including Amazon) marking down the prices of their least popular products. This is likely an attempt by the retailers to liquidate their excessive stock of less popular products during the sale.

    Price Change Activity

    As documented quite often in recent years, the Black Friday sale is no longer limited only to a single day, but attractive offers are often seen right through November, especially over the last week of the month. We tracked the level of pricing activity across retailers over the last week of November, in terms of number of price changes as well as the average price variation for each retailer.

     

    In typical fashion, we observed that Amazon had the most number of pricing changes by a large margin, peaking at 2500 for the set of products tracked. The next in line was Walmart a long way down at 618 changes on the 27th. Even after the multiple changes, their average price change variation remained at the lower end of the scale – in and around 10%.

    The rest of the retailers exercised fewer price changes, with the slight exception of Macy’s in the days leading up to Black Friday. However, the changes almost ceased from the day before only to marginally rise on the 29th.

    While all the retailers tended to follow a predictable pattern of decreasing variation on the 28th and sharply increasing it the next day, Nordstrom and Walmart did the exact opposite, having likely chosen to jump the gun in offering discounts during Black Friday.

    Conclusion

    To conclude, we deduced that Macy’s had relatively higher markdowns on more of its products than the rest. JC Penney, Nordstrom and Target offered high markdowns on the face of it but on a very small section of products. Unsurprisingly, Amazon and Walmart stayed true to their past patterns and remained conservative in their additional markdowns during the sale but generous in their reach.

    Have a look here at our other observations regarding the Black Friday sale and stay tuned for more insights from our analysis of other product categories!

  • Fashion on Black Friday: Decoding Pricing Strategies of Top U.S. Retailers

    Fashion on Black Friday: Decoding Pricing Strategies of Top U.S. Retailers

    Over the last few Thanksgiving Weekend sales, fashion, what was a category once typically reserved for offline purchases, has evolved into a regularly marked down and popular category as shoppers get more comfortable making these purchases online. This can be credited to the ease of purchase that retailers offer – trials, returns, etc. combined with the desire for shoppers to refresh their wardrobe for the new year ahead.

    At DataWeave, we performed an analysis on a sample of 40,000+ products across six of the top fashion retailers – Amazon, Bloomingdale’s, Macy’s, Nordstrom, Target and Walmart. . Twenty product types were covered across both men’s and women’s fashion and the analysis focused on the top 500 ranked products of each product type.

    Additional Markdowns

    For the sake of this analysis, we compared the prices during the sale with the mode of the prices the week before. This gave us a clear picture of the additional markdowns during the sale period and therefore, the additional value to shoppers.

    Dominating the fashion space, Nordstrom and Macy’s came in hot with the most aggressive discounts on the largest share of their product range, 36% and 27% respectively, on more than a quarter of their range. In the women’s lineup, Target offered a 36% markdown, compared to ~22% for its men’s lineup. Across both categories though, this was only on 1% of Target’s range. In what seems to be an expected trend, Amazon and Walmart remained relatively conservative with their additional markdowns, as they tend to be competitively priced even during non-sale periods.

    Drilling down into the product types, we noticed that very aggressive markdowns were being offered on t-shirts and skirts (over 40%). Swimwear, hosiery, handbags, and sunglasses were other product types that were featured with attractive prices across websites.

    Product Premiumness

    We categorized the products across retailers into buckets of how expensive or cheap the product is, relative to the rest of the products hosted by the retailer. Where the MRP was not displayed, the most expensive price of the product during the holiday period prior to Black Friday was considered. We then bucketed products in categories of High, Medium and Low of product premiumness, with High containing the more expensive products by price.

    Amazon, Bloomingdale’s, Macy’s and Nordstrom chose to markdown the more expensive products in their range higher than the rest of their assortment. This aligns well with what one would expect retailers to do as shoppers tend to expect attractive offers on the more expensive range of products. Also, with the more expensive products, retailers and brands likely have more room to be flexible with margins. Amazon shows a consistent strategy here, having provided higher markdowns on a relatively higher portion of its most premium products and vice versa. This trend can only otherwise partially be seen with Macy’s.

    Walmart though, chose to go the other route and provided higher markdowns on its least premium products. This might have been a targeted effort to maintain their perception among shoppers as a destination for affordable goods. Though it’s important to note here that these markdowns were seen only on a small set of cheap goods – just over 5%.

    Price Change Activity

    Walmart, Nordstrom and to an extent, Bloomingdale’s, had an almost consistent number of price changes throughout the week. Nordstrom recorded the most significant dip in the magnitude of the markdowns over time.

    Amazon and to a smaller degree, Macy’s, had more price changes during the week. However, Amazon’s average price variation remained among the lowest whereas Macy’s clocked in the highest by Black Friday at just under 40%.

    Across the board, the price changes dipped on the 28th and then rose again on the 29th. This can be seen as a conscious effort to have more aggressive activity on Black Friday.

    In summary, fashion-first retailers like Macy’s and Bloomingdale’s went all-in during the sale, while Nordstrom, a multi-category retailer, stood out for its aggressive focus on fashion.

    Amazon and Walmart continued to operate within the competitive space that they’ve carved out for themselves as the leading retailers in the US. We observed a similar trend even in the other product categories we’ve analyzed for the sale. Check out our analysis of the Electronics category during Black Friday here.

  • Black Friday Sale: Breaking Down Pricing Strategies in Consumer Electronics

    Black Friday Sale: Breaking Down Pricing Strategies in Consumer Electronics

    Online holiday shopping (Nov-Dec) in the US for 2019 is projected to be $143.7B, a 14.1% increase from 2018. This sets a rather exciting stage for retail giants in the battle to claim market share. Interesting patterns emerge as each one tries to out-smart the other. Black Friday, in particular, is when most of the activity was expected to be concentrated.

    Inevitably, consumer electronics had strong representation, according to research by Coresight. As traffic steers more towards online shopping, there’s an increased sense of comfort in purchasing big ticket items on an ecommerce platform. There are multiple reasons why electronics lead the race during the holiday season – easy to gift, personal indulgence, comparatively shorter shelf life and well, because who among us can really resist a gadget on sale.

    In line with expectations during the season, there’s been a slew of generous discounts across the board. According to prior trends, Amazon was on course to be the lowest priced. In order to assess this, we decided to study a sample of 1000 products on Amazon and match them against its competitors like Walmart, Target, Best Buy and New Egg. Doing this gave us an accurate picture of the comparative pricing across retailers during this season, right up to Black Friday.

    Competitive Pricing Analysis

    There is a commonly held assumption that Amazon is the lowest priced retailer in most cases. How true is that? Here are our findings:

    We tracked the split across three scenarios during the holiday period – Amazon being exclusively the lowest priced, Amazon sharing the lowest priced spot and Amazon not being the lowest priced.

    Clearly, Amazon monopolized the share of lowest priced products during the entire period – with its share of lowest priced products ranging between 86% and 60%. The dip from 86% to 60% was immediate on the 27th, as Amazon’s competitors caught up. In general, Amazon’s share of lowest priced products fell from 76% to 62% on Black Friday, as its competitors launched their most aggressive promotional campaigns for the holiday season. As shown in the next chart below, a large portion of this can be attributed to Target’s pricing activity.

    Relative Price Index

    From 21 November until Black Friday, we calculated the price index across retailers, which indicates the relative pricing levels each day for the set of matched products – the lower the price index, the lower the average relative price.

    Unsurprisingly, Amazon has been consistently the lowest priced by a fair margin. A few rungs down, New Egg and Fry’s have been going head-to-head with their price positions. Target on the other hand, underwent a spike in relative pricing from 26-28 November. To sum up, in order of lowest pricing, it’s Amazon, Best Buy, Walmart, New Egg, Fry’s and Target.

    Additional Markdowns

    While the insights above were unearthed by comparing the products of retailers against a sample of 1000 Amazon products, we went further and performed a separate analysis on a different sample of 15,000+ products across retailers, which focussed on the top 500 ranked products of each product type for Amazon, Best Buy, Target and Walmart. The product types considered include Digital Cameras, DSLRs, Headphones, Laptops, Mobile Phones, Refrigerators, Tablets, Televisions, USB Flash Drives and Wearables.

    Here, we compared the prices during the sale with the mode of the prices of the same retailer the week before. This put into perspective the level of additional markdowns during the sale period, enabling us to better understand the additional value to shoppers during the sale period (since discounts are often offered during non-sale periods too).

    Looking at opposite ends of the spectrum, we find Amazon with the least drastic markdowns during the sale as it tends to consistently have lower prices across the board. At the other end, there’s Best Buy and Target with the most aggressive markdowns; Target taking the lead, 25.5% on 35% of its products, which is also consistent with the activity we observed in the previous sample of matched products.

    Going further, we’ve broken down the markdown activity by the top product types for each retailer. Across the board, we observe attractive discounts on Headphones, USB Flash Drives and Mobile Phones.

    Price Change Activity

    With the proliferation of pricing intelligence tools (often driven by algorithms), dynamic pricing is a commonly observed behavior among retailers. We analyzed this trend during the holiday period to identify the retailers that are most aggressive in their price change activity. The following charts reveal the number of price changes performed by retailers in our sample as well as the average price variation during this holiday period.

    Amazon made several price changes during the week but with a relatively low magnitude, since it was the lowest priced anyway through the week. The only other player with similar activity was Walmart. Target and Best Buy had significantly fewer price changes but when they did make the changes, the magnitude was much larger. Their focus was solely on a smaller, select set of products where they went all in.

    In conclusion

    As the years advance, the duration of holiday sales is no longer restricted to the actual holiday, but the days preceding and following them as well. With more and more people getting increasingly comfortable with online shopping (14.1% increase from 2018), buying habits are evolving too. Big retailers are cashing in on this and driving their pricing strategies to keep up with the evolution.

    One of the clear cut findings from our research is that there are two primary paths they take: smaller additional markdowns over a longer period and larger additional markdowns over a shorter period. Whichever path they choose, retailers need to be on top of the game with valuable insights, that give them a competitive edge. For accurate and large scale competitive intelligence, reach out to us.

  • Amazon on course for an aggressive Black Friday

    Amazon on course for an aggressive Black Friday

    The holidays are around the corner and that much awaited holiday cheer, has now become directly proportional to the arrival of an Amazon package. According to a new report, in partnership with Bain & Company, DataWeave has observed that early in November, Amazon had the lowest price 30%-50% of the time and matched the lowest price 35%-60% of the remaining cases, based on an analysis performed on a sample of over 16,000 products across 10 websites and 5 product categories.

    Aggressive pricing strategies have been Amazon’s modus operandi for a while now and it’s not about to change this season. In the build up to the Black Friday promotions this year, they even slashed their prices of the rarely discounted Apple products, such as the iPad Pro. This sets the tone for what shoppers can expect as the holiday season comes upon us.

    Results of a recent survey, published as part of the Bain report, revealed that ‘value for money’ was the primary concern that influence purchasing decisions, across categories. In the same breath, the respondents went on to say that they perceive Amazon as a ‘value leader’, sans womens’ clothing and pet supplies.

    Although this season might continue to see Amazon rake in the most market share, competitors are not far behind. There’s heavy investment from the likes of Walmart and others in order to negate the effects of the undercut. If these competitive responses become louder, the dent on customer perception could begin to tilt to more neutral ground.

    Stay tuned as we follow this pattern during the season and release our findings over the next few weeks.

    For access to the full article that was published in the Retail Holiday Newsletter by Bain & Company and powered by DataWeave, click here.

  • 3 Common Problems Brands Face in eCommerce | DataWeave

    3 Common Problems Brands Face in eCommerce | DataWeave

    Over the last three years, I have helped deploy eCommerce analytics solutions for several brands and manufacturers globally. During this time, I have conversed with day-to-day users up through C-Suite executives of some of the world’s most successful brands, while also working with the founders of startup brands who were simply trying to find their place in the world of commerce.

    As I look back on my time to date, I have noticed a few themes emerge from my diverse client conversations with brands, which are indicative of an ecosystem that’s only now coming to terms with retailers and consumers moving online. Here are three fundamental problems I’ve seen brands often run into as they adapt to the world of eCommerce:

    1. “We have no idea what we are doing”

    My favorite part about being an analytics solution provider is the introduction session with a new client. I always entered these conversations with a few key questions:

    – What are your top three eCommerce initiatives for the next 12 months?

    – How does your team and other internal resources align with these initiatives

    – How do you envision using this type of tool to help you succeed with your goals? What made you choose ours?

    Early in my career, what always amazed me was that these enormous brands – wildly successful brands – entered into a partnership without a clear plan to execute. Many would fumble through what I thought were very basic questions. After a few of these conversations, I came to the realization that most brands have a limited understanding of what they are doing in eCommerce.

    How could this be possible?

    I remember a conversation with a large CPG brand executive. He said, “Keep in mind, most of the people doing these jobs are from a bricks-and-mortar world. They don’t have eCommerce experience because no one does. It is too new. We don’t have the resources to hire more people because eCommerce makes up less than 1% of our total revenue.”

    As an industry, brands are collectively making it up as they go. Few admit it, but the industry is growing and evolving so fast, the best that some do is hold on for the ride (while taking a few calculated chances along the way).

    2. “We measure success poorly”

    I have noticed that, with time, many brands are starting to get a better grasp on how to operate online, though there is still a long way to go for many. The best evidence for this improvement is the growth in the number of job posts for eCommerce-focused roles, new vendors popping up in this space, and industry centers of excellence being developed. As more people choose eCommerce roles, the biggest challenge that I see is the lack of effective measurement and training processes.

    Often, the issue is that many brands take a long-standing, loyal executive and assign them as the eCommerce leader. When this person is not forward thinking, analytical or open to trying things a new way, brands fail. The reason startup brands are winning online is because they are entering the eCommerce game with an open and fresh perspective. Forcing old ways into eCommerce will surely lead to failure.

    I have worked with many brands that have developed eCommerce centers of excellence and have shared best practices on how to measure teams and success. The most painful to deal with were the organizations that brought their bricks-and-mortar measurements into the eCommerce world. The data used to measure success was the wrong data. The KPIs were set in a way that people would surely fail.

    In my opinion, the best measurements for success are sales growth (not share growth), digital shelf KPIs (search and content first), and a subjective measure on maturity in the industry. The best first step is to have someone lead the team who understands how to measure success and execute in a cutting-edge and evolving environment.

    3. “We sign up with either too many or the wrong service providers”

    The final observation is one that is costing many teams a lot of money. Many brands start to move into eCommerce based on their old team structures. Each team has a separate eCommerce objective, budget, and set of tools to execute with.

    Then, when the centralized eCommerce team (Center of Excellence) gets established, they will likely find many teams working with many tools. Sometimes, they see many teams signed up, via separate contracts, with the same tool. Worse still – it’s often the wrong type of tool.

    As brands evaluate tools, they need to ask questions such as:

    • Does this vendor provide global coverage, so that we can establish a global way of thinking and executing (with the ability to customize for local consumption when required)?
    • Does this vendor have the backbone (people and technology) to scale with my business?
    • (The best question, in my opinion) Does this vendor have people who are willing to listen and understand my business, or are they simply people who want to sell me a cookie-cutter solution?

    In my experience, I have seen brands spending way too much time, effort, and money on vendors who do not check the boxes listed above.

    Summing up…

    As I look back over my time serving brands in the eCommerce analytics space, I have seen an industry morph and transform time and time again. I have seen companies shift, re-shift, panic and pivot.

    If you’re a brand, my encouragement to your team is to hit the pause button. Ask the right questions. Evaluate your goals, your team structure, and your vendor partners. If the strategy, execution, people, and measurement, are not aligned, come up with a plan to get them back on track. Be willing to learn a new way to do business.

    Pause. Reset. Measure.

  • Flaunt Your Deep-Tech Prowess at Bootstrap Paradox Hackathon Hosted by Blume Ventures

    Flaunt Your Deep-Tech Prowess at Bootstrap Paradox Hackathon Hosted by Blume Ventures

    When DataWeave was founded in 2011, we set out to democratize data by enabling businesses to leverage public Web data to solve mission-critical business problems. Eight years on, we have done just that, and grown to deliver AI-powered competitive intelligence and digital shelf analytics to several global retailers and brands, which include the likes of Adidas, QVC, Overstock, Sauder, Dorel, and more.

    As the company has grown, so has our team, which is now 140+ members strong. We’re still constantly on the lookout for smart, open, and driven folks to join us and contribute to our success.

    And so, we’re excited to partner with Skillenza and Blume Ventures to co-host the Bootstrap Paradox Hackathon, where we are eager to engage with the developer community and contribute in our own way back to the startup ecosystem.

    The event will be conducted as an offline product building competition, with a duration of 24 hours on August 3-4, 2019 at the Microsoft India office in Bengaluru. It will provide a platform for developers and coders to interact with and solve challenges thrown up by DataWeave and other Blume portfolio companies, such as Dunzo, Unacademy, Milkbasket, Mechmocha, and Locus.

     

     

    Taking up DataWeave’s challenge during this Hackathon will give you a sneak peek into what our team works on daily. It’s no surprise that we have “At DataWeave, it’s a Hackathon every day!” plastered on our walls. After all, it’s not just all about intense work, but also a lot of fun and frolic.

    The problems that we deal with are as exciting as they are hard. Some of our key accomplishments in technology include:

    • Matching products across e-commerce websites at massive scale and at high levels of accuracy and coverage
    • Using Computer Vision to detect product attributes in fashion such as a color, sleeve length, collar type, etc. by analyzing catalog images
    • Aggregating data from complex web environments, including mobile apps, and across 25+ international languages

    One of our more recent innovations has been in optimizing e-commerce product discovery engines, which dramatically improves shopper experience and purchase conversion rates. During the Bootstrap Paradox Hackathon, coders will get a chance to build a similar engine, with guidance and assistance from DataWeave’s technology leaders.

    Data sets containing product information like title, description, image URL, price, category etc. will be provided, and coders will need to clean up the data, extract information on relevant product attributes and features, and index them, in the process of building the product discovery engine.

    For more details on the challenge, register here on the Skillenza platform.

    As a sweetener, the event also promises everyone a chance to win over 10 lakhs in prize money.

    Simply put, if you love code, this is the place to be this weekend. See you there!

  • Prime Day 2019 Fashion: Were the Deals as Attractive as the Merchandise?

    Prime Day 2019 Fashion: Were the Deals as Attractive as the Merchandise?

    Target and Walmart offered more appealing discounts than Amazon during Prime Day 2019.

    Statista estimates that e-commerce fashion accounted for approximately 20.4% of overall fashion retail sales in the United States in 2018, which amounted to about $103 billion in absolute terms. According to Internet Retailer, apparel is the largest and among the most competitive retail categories in e-commerce. Moreover, as a share of total apparel and accessories sales, online apparel sales is growing at a faster rate than US e-commerce as a whole.

    Given the high-growth and competitive nature of the category, we at DataWeave were interested to find out how high the stakes got during the fifth annual Prime Day earlier this month.

    Our Methodology

    Since Prime Day is no longer necessarily an Amazon event (since competing websites often offer attractive discounts as well), we tracked the pricing of several leading retailers selling fashion apparel, footwear, and accessories to assess their pricing and product strategies during the sale event. Our analysis was focused on additional discounts offered during the sale to estimate the true value that the sale represented to its customers. We calculated this by comparing product prices on Prime Day versus the same prices prior to the sale.

    Our sample consisted of 20 product types across women’s as well as men’s fashion categories. While we did monitor exclusive fashion retailers Macy’s, Bloomingdales, Nordstrom, and Neiman Marcus, we did not find them offering any additional discounts – an interesting insight all on its own since they’ve clearly chosen not to compete with Amazon during the two days of the Prime Day sale. We therefore restricted the rest of our study to Amazon, Target, and Walmart – the latter two of which interestingly offered immensely aggressive discounts in their apparel categories.

    The Verdict

    Despite owning the day at least in name, Amazon was found to offer the lowest additional discounts among the retailers studied. Target and Walmart, on the other hand, ensured that they didn’t lose out on market share this Prime Day by offering substantially high discounts of their own. While Target was the most aggressive with a steep average markdown of 26.5%, Amazon closed out the bottom at 8.4%.

    Walmart and Target didn’t seem particularly focused on compensating their sharp discounts with price increases in other products – their focus seems to have been solely only on offering timely discounts during the sale. Amazon, on the other hand, marked up just about as many products as it marked down, with the markup margin being close to double that of the markdown in an effort to protect margins during the sale.

    Top product types by additional discount

    Target and Walmart both offered aggressive discounts across their top product categories. Walmart ended up with a marginally higher overall average additional discounts on product types like Shirts, T-shirts, and Tops.

    Interestingly, though Amazon offered moderate discounts across its top categories (Lingerie, Swimwear, and Underwear), the volume of marked down products was very limited.

    Additional discounts across popularity levels

    We determined popularity using a combination of average review rating and number of reviews, and the resulting scores were categorized as low, moderate, and high.

    When it came to discounting popular products, there were clear differences in strategy among all the three retailers. Amazon, which interestingly had close to 60% of its products in the low popularity bucket, chose to offer the highest discounts in the same category – indicating an effort to clear its stock of unpopular products. Target and Walmart, on the other hand, focused their discounts on moderate rated products.

    Additional discounts across product “premiumness” levels

    Premiumness was calculated as the average selling price before the sale event. This was divided into four percentile blocks, with higher percentile blocks indicating higher selling prices.

    As found in the electronics and furniture categories that were analyzed previously, most of the discounting activity was focused on the lower end of the premium spectrum with a view to protect margin – despite a largely equitable distribution of discounted products across percentile ranges (with the exception of Target, which had a discounted assortment heavily dominated by its least premium products).

    This indicates a clear strategy to protect margins, while still maintaining the perception of promoting attractive offers to draw traffic. Target and Walmart both offered substantial additional discounts of close to 30% on their least premium products, while at 12%, Amazon offered less than half that discount.

    Additional discounts across visibility levels

    Given the fairly large number of SKUs across the fashion category in general, the discounts across visibility levels understandably didn’t vary much when compared to the more pronounced fluctuations observed in the electronics and furniture categories. This is also largely because consumers tend to explore lower ranked products more so in the fashion category than in other categories.

    Across product categories, we’re seeing lower-than-expected additional discounts on Amazon this Prime Day, coupled with more aggressive pricing activity by Amazon’s competitors. While this puts more pressure on Amazon, this also is a strong validation of Prime Day as a key annual sale event on the US shopper’s calendar.

    Curious to know how Amazon and its competitors performed in other product categories this Prime Day? Watch this space for more!

  • Online Furniture Pricing Strategies on 2019 Prime Day

    Online Furniture Pricing Strategies on 2019 Prime Day

    Just as with electronics, other retailers actually offered far better discounts than Amazon during Prime Day 2019.

    Online furniture sales have risen significantly since the 2000s, driven largely by a growing array of products, and even more so by the convenience of avoiding travel and crowded stores. According to Statista, online furniture and homeware sales were estimated to reach approximately $190 billion in 2018, with China and the United States accounting for over $60 billion in revenue each.

    Thus, furniture has quickly become a key product category during sale events globally – and Prime Day was no different. At DataWeave, we got down to figuring out exactly how plum those deals were this year.

    Our Methodology

    We tracked the pricing of several leading retailers selling home and furniture products to assess their pricing and product strategies during the sale events. Our analysis was focused on additional discounts offered during the sale to estimate the true value that the sale represented to its customers. We calculated this by comparing product prices on Prime Day versus the same prices prior to the sale. Our sample consisted of the top 1,000 ranked products across 10 popular product types, including beds, dining table sets, sofas, entertainment units, and coffee tables – analyzed for five retailers (Amazon, Home Depot, Target, Walmart, and Wayfair).

    The Verdict

    As we found in the electronics category, there were surprising price spikes in this category too – with Target reporting an average increase as high as 14.7%, and Amazon clocking a still moderately high 9.4%. Target also reported the highest distribution of products with price markups. Home Depot indicated the lowest price increase at 4.6%.

    When it came to additional discounts, Amazon fell short of expectations – at 4.7%, it offered the lowest average among its competitors. Target, on the other hand, was extremely aggressive both in terms of additional discounts and volume of discounted products.

    To conclude, all the retailers observed seemed to be keeping a close watch on their margins by countering price reductions with nearly equivalent surges elsewhere in their assortment.

    While there was no single product type that was found to be popular across all five retailers, it was clear that Target was again the most aggressive at offering discounts. It also had among the largest product ranges on discount.

    Amazon chose to follow a very moderate route both in terms of average discount and discounted product volume.

    Additional discounts across popularity levels

    We determined popularity using a combination of average review rating and number of reviews, and the resulting scores were categorized as low, moderate, and high.

    There doesn’t seem to have been much of a focus on low-popularity products in terms of additional discounts. Most of the attention was focused on products with moderate popularity, since there isn’t much of a need to be aggressive on price for highly popular products, and products with lower popularity aren’t really worth promoting.

    The only retailer that offered a higher discount on its most popular products was Home Depot. Walmart, too, seemed reluctant to let go of the opportunity to capitalize on popularity – it chose to offer the same discount on moderately as well as highly popular products.

    Interestingly, Walmart seems to have a disproportionately large share of products in its low popularity category – something it should possibly evaluate in the future in terms of brand quality, products, and service.

    The percentage distribution of products mostly indicated a linear relationship, with the highest distribution usually being offered for highly popular products. The exception was Wayfair, which offered a much larger array in its moderately popular category.

    Additional discounts across product “premiumness” levels

    Premiumness was calculated as the average selling price before the sale event. This was divided into four percentile blocks, with higher percentile blocks indicating higher selling prices.

    Most of the discounting activity seems to have occurred in the lower end of the premium spectrum, with a view to protect margin – despite a largely healthy distribution of products across percentile ranges. This indicates a clear strategy to protect margins, while also promoting attractive offers to draw traffic.

    However, there are a couple of exceptions – Target was consistent throughout the “premiumness” spectrum, resulting in the highest overall discounting activity. Home Depot too was aggressive, but selectively so – it chose attractive pricing for the lower and higher ends of its assortment.

    As expected, many retailers showed higher discounting activity in the higher ranks of their listing pages. As usual, though, there are a few exceptions here too. Home Depot and Wayfair indicated unusual patterns – perhaps relying on search results as opposed to organic listing page results. On the other hand, Target again indicated a consistent pattern, with mostly similar discounts across visibility levels.

    Overall, across all parameters analyzed, both the Electronics and Furniture categories have been treated quite similarly in terms of pricing activity by most retailers. Is Prime Day really all about its marketing hype, or will it live up to its promise in at least one segment? Stay with us to find out as we follow through with our series of articles analyzing various product categories on this year’s Prime Day.

  • A Study of Deals on Amazon Prime Day 2019 | DataWeave

    A Study of Deals on Amazon Prime Day 2019 | DataWeave

    Our preliminary analysis reveals that Prime Day 2019 had other retailers offering better deals than Amazon in many cases.

    As Prime Day extended into an additional day this year, Amazon seems to be hitting the right note with its customers, going by the revenue it’s raking in. This year, the longest Prime Day event ever witnessed a sales increase of 72% – overtaking Black Friday and Cyber Monday combined.

    At DataWeave, we were curious to find out how prime these deals were, and if in fact other retailers were offering better discounts. We started with the electronics category, which remains among the most popular categories year on year.

    Our Methodology

    We tracked the pricing of several leading retailers selling consumer electronics to assess their pricing and product strategies during the sale event. Our analysis was focused on additional discounts offered during the sale to estimate the true value that the sale represented to its customers. We calculated this by comparing product prices on Prime Day versus the prices prior to the sale. Our sample consisted of up to the top 1,000 ranked products across 10 popular product types in consumer electronics on Amazon, Best Buy, Target, and Walmart.

    The Verdict

     

    What we found most surprising was that across retailers, some portions of the assortment underwent price increases as well. While Amazon indicated the lowest increase at 9.1%, Best Buy indicated an increase as high as 27.1%. However, Amazon reported the highest percentage of products (6.9%) that showed a price increase.

    Equally surprising was that Amazon reported the lowest price reduction at 6.3% – Walmart, Target, and Best Buy in fact reduced their prices by much larger margins than Amazon did. A point to note here, however, is that Amazon did report the highest percentage of additionally discounted products – with Best Buy coming in at a close second.

    This goes to show that Prime Day, for all its hype, does not in truth offer the best deals to Amazon shoppers. This, of course, is expected based on the competitors’ perspective of wanting to avoid losing market share. As a result, shoppers would be well advised to compare prices across websites to find the best deal.

    Top product types by additional discount

     

    USB flash drives were a popular product category across all four retailers analyzed, with Best Buy offering the best average additional discount at 40.7%. Other popular product types ranged from the usual personal devices such as mobile phones, tablets, and smartwatches to home appliances such as refrigerators and TVs.

    Additional discounts across popularity levels

    We determined popularity using a combination of average review rating and number of reviews, and the resulting scores were categorized as low, moderate, and high.

    Interestingly, discounts were not found to be directly proportional to popularity. Except Walmart, all the retailers tended to offer the best discounts on products that enjoyed moderate popularity. This makes sense, since there isn’t a strong need to be aggressive on price for highly popular products in any case. On the other hand, products with lower popularity aren’t really worth promoting. Walmart, which was the exception, reported a higher discount on low- and high-popularity products than it did on moderately popular products.

    The percentage distribution of products did mostly show a directly proportional relationship, with the highest distribution usually being offered for highly popular products. The exception in this case was Best Buy, which evidenced a much higher distribution in its moderately popular goods.

    Additional discounts across product “premiumness” levels

    Premiumness was calculated as the average selling price before the sale event. This was divided into four percentile blocks, with higher percentile blocks indicating higher selling prices.

    In general, all retailers were found to have slightly higher additional discounts in the lower end of the “premiumness” spectrum. This is still a smart move, as it enables sellers to save on margin while still promoting attractive discount percentages. Interestingly, Amazon offered the lowest additional discount – a flat 5% – across all categories, despite offering more or less competitive product distributions compared to other retailers.

    Additional discounts across visibility levels

    Here, too, the lower end of the spectrum mostly witnessed higher additional discounts. This tactic actually offers double benefits – one, the most attractive discounts are offered in the higher realms of visibility, thus effectively enticing consumers to buy these products, and two, it helps build a low price perception (despite this not holding good as one delves deeper into the higher ranks). Again, it’s interesting to note that Amazon didn’t offer the highest discounts here either – in fact, it mostly offered the lowest additional discounts.

    All in all, it seems that Prime Day isn’t all it’s hyped up to be, at least not in the Electronics segment. How about other categories? Watch this space for more insights!

  • The Importance of Pricing Parity for Brands

    The Importance of Pricing Parity for Brands

    With bricks-and-mortar stores steadily increasing their online presence, the balancing act of pricing online and in-store is now more important and complex than ever. Companies spend years building brands and brand equity. Yet, a misplaced or poorly executed pricing strategy to handle both online and offline pricing can erode that equity with consumers very quickly.

    This problem is not new. It first started when Clubs like Costco and Sam’s started popping up in the 80’s. Suddenly, brands had to figure out a way to balance Club and Grocery pricing while taking advantage of a new, fast-growing channel. The biggest difference between now and then is that consumers now can check prices within seconds on their phone.

    So, how do you avoid losing your brand equity while ensuring price parity across online and offline channels?

    The key areas to consider are:

    1. Product Mix

    Do you have a broad enough mix of product sizes and case configurations for each channel? To maximize your sales and minimize your price disruption, reviewing your supply chain and product mix to ensure you are able to deliver value to both online and offline retailers is critical. Each channel is looking for ways to improve and maximize your brand sales. If you do not give them the right size and case configuration to enable them to increase margins, you will end up relying disproportionately on trade spend (dollars a brand spends with a retailer to promote products) to do so, or find your product on page 212 of every search.

    Examples of this strategy can be seen with companies offering only “bundled” items such as 12 cans or a large case on online marketplaces, while other retailers offer individual cans for purchase. This allows your online partners to make up margin by shipping a full case and not going through the process of breaking down a case and shipping single units. Also, this allows bricks-and-mortar retailers to have a sharper price point to lure consumers into the store. This strategy has played out well for many brands as they dealt with the rise of Club stores and can be played successfully in e-commerce as well, benefiting all parties.

    2. Price Lists

    Do you have harmonized price lists that do not favor one channel over another? If you do not, you are likely subsidizing the higher list cost in a channel with trade spend, which is highly inefficient. A single price list that provides an adequate price slope between the various sizes across your product range will maximize your ability to manage both channel pricing and brand equity.

    The single largest mistake brands tend to make is thinking that offering “net price” price lists to online marketplaces will benefit them while they use trade dollars in bricks-and-mortar stores to cater to EDLP (Everyday low price) customers. This approach is quite inefficient in many ways, and consumes valuable time and resources that can otherwise be better utilized. Having a single price list with the same price offered to all retailers allows for a more manageable and equitable pricing environment. It also enables a more profitable distribution of trade spend across the most effective areas to invest in for each retailer.

    I have worked with two brands in the past – one that managed two separate price lists and one that we implemented as a single-standard. While the one with the single price list saw sales grow and trade spend remain constant, the other saw trade spend double in just two years as it got caught in a scenario of always having to placate one side of the equation or the other.

    3. Trade Spend

    Today’s brands need to focus on a balanced trade spend strategy to address each channel’s unique needs. Using trade spend with online retailers can be tricky, as the channel is usually assumed to be the lowest priced anyway. Still, it can be used to drive traffic and offset supply chain costs, in order to ensure sufficient margins for the retailer, which will keep you off the CRAP (Can’t Realize A Profit) lists. Meanwhile, as JC Penny quickly learned when it made the disastrous shift to EDLP, consumers still want in-store discounts and sales.

    The best approach I have worked with is to set a single dead net price inclusive of all trade. For example, if your product’s standard list cost is $6.80 and you have a dead net price for promotions (or EDLP) of $5.40, then all retailers – online and bricks-and-mortar – are on equal footing. The only variance in the price for consumers will be the margin each operator chooses to take. This approach is not without issues, as you have to apply all elements of trade spend (such as ad fees, etc.) to the promotional unit costs to ensure you are truly capturing the dead net cost of the retailer.

    Still, the advantage of utilizing this approach is that when a retailer complains about the price another is offering to consumers, the conversation turns to margins being taken and not the cost of the product. At the very least, this approach provides a common ground on which to have a constructive conversation with all retailers.

    So why does this all matter so much to a brand?

    The road to selling online is littered with disaster and missed expectations for sales. Most manufacturers that jumped to online sales without considering pricing quickly learned that abandoning one channel for another does not lead to increased sales. Conversely, we have seen a few brands go from online only to in-store as well. These brands seem to have learned from the others’ mistakes and rarely will you find price variances between the online and offline channels. Instead, you tend to see these brands growing, as online consumers start experiencing the brand in-store.

    A Business To Community study by Larisa Bedgood in 2019 showed that “lower price” was second to only “convenience” for why consumers shop online, while 51% of consumers said that the biggest drawback to shopping online was not being able to touch and feel the product. Brands that are able to bridge the gap and provide consumers with the convenience of online while also showing up well in-store at the right price point will be able to break out of the stagnate 1-2% (if they are lucky) growth most CPG companies are experiencing. If online selling is growing 40-50% a year, why are these companies only managing brand declines and flat growth? I believe it is mainly due to the lack of a proper pricing parity strategy for the two channels along with a lack of actionable e-commerce data.

    Brands that do not focus on all three areas listed above often find themselves in a constant churn of conversations with retailers on all sides, which will typically lead to either online marketplaces or bricks-and-mortar stores deprioritizing the brand in promotions or search. Finding and setting a level playing field will allow for a balanced trade spend and growth for brands on both platforms, while also enabling a brand to break out of the net 1% growth that is plaguing a lot of CPG brands today.

    Outside of deploying basic pricing principles for your brand, I would also suggest early and strong investments in data, systems and people to monitor your brand’s health and pricing. Many brands jumped online without any way to monitor the consumer conversation around the brand or the pricing of the brand online. Not having the tools and resources in place to do this can lead to a quick and long-lasting erosion of brand equity and sales. Most, if not all, large manufacturers have subscribed to POS data for years and fully understand how to analyze this data. But the world has shifted. If your organization has not invested in digital shelf analytics, you may be driving blind and unaware that your brand is losing equity, which equals losing consumers and sales.

    Using a combination of pricing principles and e-commerce data mining tools will help you maintain price parity and brand relevance, while keeping you from becoming the last brand of choice for consumers, regardless of where they shop.

  • Compete Profitably in Retail: Leveraging AI-Powered Competitive Intelligence at Massive Scale

    Compete Profitably in Retail: Leveraging AI-Powered Competitive Intelligence at Massive Scale

    AI is everywhere. Any retailer worth his salt knows that in today’s hyper-competitive environment, you can’t win just by fighting hard – you have to do it by fighting smart. The solution? Retailers are turning to AI in droves.

    The problem is that many organizations regard AI as a black box of sorts – where you can throw all your data (the digital era’s blessing that feels like a curse) in at one end and have miraculously meaningful output appearing out the other. The reality of how AI works, however, is a lot more complex. It takes a lot of work to make AI work for you – and then to derive value out of it.

    Image Source: https://xkcd.com/1838

    Following the advent of the digital era, businesses across industries, particularly retail, were left grappling with massive amounts of internal data. To make things worse, this data was unstructured and siloed, making it difficult to process effectively. Yet, businesses learned to leverage simple analytics to extract relevant data and insights to affect smarter decisions.

    But just as that happened, the e-commerce revolution stirred things up again. As businesses of all shapes, sizes, and types moved online, they suddenly became a whole lot more vulnerable to other players’ movements than they were just about a decade ago, when buyers rarely visited more than one store before they made a purchase. In other words, retailers are now operating in entire ecosystems – with consumers evaluating a number of retailers before making a purchase, and a disproportionate number of players vying for the same consumer mindshare and share of wallet.

    Thus, external data from the web – the largest source of data known to man at present – is becoming critical to business’ ability to compete profitably in the market.

    Competing profitably in the digital era: Can AI help?

    As organizations across industries and geographies increasingly realized that their business decisions were affected by what’s happening around them (such as competitors’ pricing and merchandize decisions), they started shifting away from their excessive obsession with internal data, and began to look for ways to gather external data, integrate it with their internal data, and process it all in entirety to derive wholesome, meaningful insights.

    Simply put, harnessing external data consistently and on a large scale is the only way for businesses to gain a sustainable competitive advantage in the retail market. And the only way to practically accomplish that is with the help of AI. Many global giants are already doing this – they’re analyzing loads of external data every minute to take smarter decisions.

    That said, though, what you need to know is that all this data, while publicly available and therefore accessible, is massive, unstructured, noisy, scattered, dynamic, and incomplete. There’s no algorithm in the world that can start working on it overnight to churn out valuable insights. AI can only be effective if enormous amounts of training data is constantly fed back into it, coaxing it to get better and more astute each time. However, given the scarcity of readily available training datasets, limited and unreliable access to domain-specific data, and the inconsistent nature of the data itself, a majority of AI initiatives have ended up in a “garbage in, garbage out” loop that they can’t break out of.

    What you need is the perfect storm

    At DataWeave, we understand the challenge of blindly dealing with data at such a daunting scale. We get that what you need is a practical way to apply AI to the abundant web data out there and generate specific, relevant, and actionable insights that enable you to make the right decisions at the right time. That’s why we’ve developed a system that runs on a human-aided-machine-intelligence driven virtuous loop, ensuring better, sharper outcomes each time.

    Our technology platform includes four modules:

    1. Data aggregation: Here, we capture public web data at scale – whatever format, size, or shape it’s in – by deploying a variety of techniques.

    2. AI-driven analytics: Since the gathered data is extremely raw, it’s cleaned, curated, and normalized to remove the noise and prepare it for the AI layer, which then analyzes the data and generates insights.

    3. Human-supervised feedback: Though AI is getting smarter with time, we see that it’s still far from human cognitive capabilities – so we’ve introduced a human in the loop to validate the AI-generated insights, and use this as training data that gets fed back to the AI layer. Essentially, we use human intelligence to make AI smarter.

    4. Data-driven decision-making: Once the data has been analyzed and the insights generated, they can either be used as it to drive decision-making, or then integrated with internal data for decision-making at a higher level.

    With intelligent, data-backed decision-making capabilities, you can outperform your competitors

    Understandably, pricing is one of the most popular applications of data analytics in retail. For instance, a leading, US-based online furniture retailer approached us with the mission-critical challenge of pricing products just right to maximize sell-through rates as well as gross margin in a cost-effective and sustainable manner. We matched about 2.5 million SKUs across 75 competitor websites using AI and captured pricing, discounts, and stock status data every day. As a result, we were able to affect an up to 30% average increase in the sales of the products tracked, and up to a 3x increase in their gross margin.

    DataWeave’s powerful AI-driven platform is essentially an engine that can help you aggregate and process external data at scale and in near-real time to manage unavoidably high competition and margin pressures by enabling much sharper business decisions than before. The potential applications for the resulting insights are diverse – ranging from pricing, merchandize optimization, determination of customer perception, brand governance, and business performance analysis.

    If you’d like to learn more about our unique approach to AI-driven competitive intelligence in retail, reach out to us for a demo today!

  • 6 Smart Pricing Strategies for eCommerce Success

    6 Smart Pricing Strategies for eCommerce Success

    Over the last decade, the proliferation of e-commerce and the consequent surge in competitiveness among retailers has brought focus to one of the most critical drivers of success in online retail: pricing. According to McKinsey, an average 1% increase in price can translate into an 8.7% increase in operating profits (with the assumption that there’s no loss of volume). Yet, the company estimates that up to 30% of pricing decisions fail to provide the best price – every year. That’s a potential impact of millions in lost revenue for most modern-day retailers, a fact only made worse by the irony that in today’s times of automation and big data, there’s no shortage of intelligence to facilitate the best decision-making.

    What you need is the ability to gather and rationalize all the data out there – of competitor prices, price perceptions, market dynamics, buyer behavior, etc. – in good time to price your products just right for maximum margin and revenue. The best part? Effective product pricing contributes significantly toward fostering a great customer experience, too.

    Once you have your intel in place, there are plenty of eCommerce pricing strategies to choose from – it’s only a matter of identifying the metrics that matter the most to your business goals. That said, there are several models that have gained widespread popularity and acceptance over the years, like the following six:

    1) Introductory pricing

    This is a common marketing strategy used in the e-commerce space, where you draw consumer focus to a newly launched product or service, or the fact that you’re a new entrant in a market. There are two ways to do this – one is to start with steep discounts (particularly during sale events, and often in partnership with the consumer brand) with the aim of winning over more market share. At the other end is the strategy of setting relatively high initial prices. This works best for “exclusive offer” or “limited edition” opportunities; for instance, the opportunity to be the first to own the latest iPhone model.

    2) Cost-linked pricing

    In this method, you calculate how much it costs to sell a product and add a pre-determined margin to the final cost. In the world of online retail, product cost amounts to a lot more than the mere sum of manufacturing costs. For instance, it includes the procurement, labor, software, sales and marketing, shipping, and overhead costs that contribute to the total cost of housing it as long as it’s unsold. Therefore, all these costs need to be factored when determining the final product price. While the advantages of this model are its simplicity and the promise of guaranteed returns for each product sold, the flip side is that it doesn’t factor in the competitive landscape. The trick, therefore, lies in finding the balance between higher margin and sell-through rates, particularly given the aggressively competitive nature of online retail.

    3) Competitive pricing

    Today’s digitally savvy customers are forever comparing prices across several websites in the quest for the lowest prices. In fact, price is among the most critical factors that influences purchase decisions across products as well as categories. The competitive eCommerce pricing strategy, therefore, determines product price based on how the same products are priced by various competitors. While this model allows you to modify prices as frequently as necessary to drive efficient pricing and maximize revenue and margin, the complexity lies in ensuring consistent access to competitor prices, particularly in today’s highly dynamic e-commerce environment. DataWeave’s Pricing Intelligence platform helps eCommerce businesses overcome this challenge by helping them identify price improvement opportunities based on timely competitive intelligence at a massive scale.

    4) Dynamic pricing

    This model takes into account competitor prices, demand, and inventory levels, which are set up as triggers for automated pricing rules. While this results in sustained competitiveness, it requires a price optimization model that determines the optimal price in real-time response to fluctuations in demand and competitive prices – all the time ensuring alignment with your business goals. In other words, this model allows you to ensure consistently competitive yet optimized prices, thus acquiring and retaining a competitive edge in the market.

    5) Price perception management

    The company most famous for following this strategy is Amazon. The retail giant frequently identifies its most popular products and offers its largest discounts on them, often undercutting competitors. In other words, in this model, you “invest” in customer acquisition through excessively aggressive discounts on a select group of products – following which, you can cross-sell or up-sell other higher-priced products. Thus, you boost your perceived value to customers. Another way to drive a positive perception is to display discounted products at higher ranks on featured listings. For instance, in a recent study that we conducted, we found that 9 out of 10 leading US retailers’ top 50 ranked products (in each category) were significantly cheaper than the rest of their products.

    6) Bundle pricing

    The principle for this model is simple. You sell a number of the same products (or a range of complementary ones) for a combined, economical price. This is different from customers adding products individually to their cart as it works on the consumer psyche, which is more likely to favor a purchase that offers considerable perceived value. Thus, not only are you offering enhanced value to your customers (and in turn improving overall customer experience), you’re also actually increasing sales. Bundle pricing works best for products that are likely to involve repeat purchases (such as batteries, cereal boxes, or socks), and also for those that may need accessories (for instance, a food processor with various attachments). However, for bundle pricing to be effective, it’s also important to understand how your competitors are bundling their products.

    Granted, it isn’t easy to identify the perfect pricing strategy for you. As customers increasingly engage with you at every stage of their decision-making process and market dynamics become exceedingly complex, pricing as a function has to keep pace. As a retailer, your objective is to unearth the actionable insights hidden in your big data and leverage the resulting opportunities to drive the maximum possible revenue and margin – without getting lost in the flood.

  • Retailers Adopt Aggressive Private Label Pricing Strategies in CPG

    Retailers Adopt Aggressive Private Label Pricing Strategies in CPG

    Nine out of 10 leading retailers price their private label products lower than the average prices of their respective categories, reveals the latest DataWeave study, drafted in collaboration with SunTrust Robinson Humphrey The study reveals that an increasing number of retailers are viewing private label brands as a way to ensure sustained profitability.

    “As the CPG space reels under intense competition, a number of retailers are doubling down on private labels to capture valuable additional margin. For instance, Kroger, Walmart, and Amazon Fresh have a higher degree of private label penetration than the other retailers we analyzed,” said Karthik Bettadapura, Co-founder & CEO at DataWeave. “Our study unveils several such key insights covering product assortment & distribution patterns, price perception, and private label dynamics, revealing a clear snapshot of the disruptive transformations sweeping across the US CPG landscape.”

    Other key findings from the report, which tracked and analyzed 450,000 products across 10 leading retailers and 10 ZIP codes each, include the following:

    • Product assortment is emerging as a driver that’s as critical as pricing when it comes to customer retention. Target, H-E-B, and Kroger have a head start here, offering the largest product assortments among the retailers analyzed.
    • A sharp assortment strategy customized to local tastes and preferences is key to sustaining and enhancing customer satisfaction. Albertsons, Walmart, and Amazon Fresh lead here, revealing a higher focus on localized assortments.
    • “Home” and “Beauty & Personal Care” categories lead the distribution of private label products across retailers. The focus on these categories echoes a similar focus among national brands as well. These categories have the highest overall brand concentration, with around 4,000 brands each.

    To download the entire report, click here.

  • 2018 at DataWeave: A Year of Prolific Success and Growth

    2018 at DataWeave: A Year of Prolific Success and Growth

    As we enter 2019, in the backdrop of DataWeave’s unprecedented growth and success, we decided to take a breath and look back at some of the highlights of our progress over the last 12 months.

    DataWeave’s growth through the year has been complemented and influenced by the evolution of the retail sector, reinforcing the relevance of our technology platform.

    Amazon continued to dominate the online retail landscape, now commanding a staggering 49% of US e-commerce. At the same time, several large retailers have taken sure-footed strides toward establishing a stronger e-commerce presence, which places them head to head against the Seattle-based retail behemoth. As a result, competitive intelligence is no longer a “good-to-have” but is fundamental to the survival and growth of both traditional and new-age retailers, enabling them to devise smarter, data-driven competitive strategies.

    Consumer brands are continuing to figure out the dynamics of selling on online marketplaces, which happens to give them valuable access to a vast base of shoppers while simultaneously restricting their ability to influence the brand experience. In their quest to sell more through the e-commerce channel, while trying to safeguard the brand experience and loyalty, consumer brands have turned increasingly toward e-commerce performance platforms to augment their decision-making process.

    These trends have reinforced our confidence in our technology platform, which aggregates and analyzes data from the Web at massive scale to deliver actionable competitive insights, as we’re well poised to address the evolving challenges presented to retailers and brands today.

    In 2019, there are no signs of slowing down for DataWeave.

    We will continue to execute strongly in high-growth regions, and especially in the US, which has, in a span of two years, become the largest revenue generating region for DataWeave. We will also build a stronger footing in Europe, with specific focus on the UK market.

    With time, our historical repository of data increases in volume and granularity, which enables us to better serve the maturing space of Alternative Data. We have already witnessed highly encouraging inbound interest over the last year, and we expect this interest to rise significantly moving forward.

    With great success, comes the need for great people. In 2019, we will aggressively expand our team across functions, organization levels, and regions. As always, DataWeave is on the lookout for people who flourish in a competitive environment and can propel us to the next stage of growth.

    Our technology platform never ceases to impress in its ability to aggregate and analyze billions of data points accurately each day. As our pipeline swells and we onboard bigger and more diverse customers, the platform will consistently be pushed to its limits, driving further innovations and improved efficiency.

    Over the following 12 months, on the strength of all the lessons learnt and successes achieved in 2018, we look forward to another challenging year of empowering retailers and consumer brands to compete profitably in the new world order.

    Watch this space for more on DataWeave through the year!

  • Thanksgiving Weekend Sale: How Top US Consumer Brands Fared

    Thanksgiving Weekend Sale: How Top US Consumer Brands Fared

    Online retailers in the US have enjoyed an impressive turnover during 2018’s Thanksgiving weekend sale. Over the last few weeks, DataWeave has published deep-dive reports on the performance of top US retailers in fashion and consumer electronics during this period, detailing their discounting and product strategies across several product types.

    In continuation of our series of articles on the Thanksgiving weekend sale, this article focuses specifically on the top brands across all retailers analyzed.

    Read Also:

    A Study of Fashion Retail Pricing Across Thanksgiving, Black Friday and Cyber Monday 2018

    How Consumer Electronics Was Priced Across Thanksgiving, Black Friday and Cyber Monday 2018

    While a lot of attention from the media and analysts during these sale events is often focused on the strategies and performance of retailers, the festive sale period is equally vital for consumer brands. Both established brands and new entrants across all categories compete aggressively to gain market share during a period that accounts for a substantial portion of annual sales turnover.

    For brands, the two primary drivers of conversion specific to sale events are competitive pricing and prominent brand visibility. At DataWeave, we went about analyzing which brands came out on top across retailers and categories during the Thanksgiving weekend sale, based on these two factors.

    Our Methodology

    We tracked the pricing of 6 leading fashion retailers and 5 major consumer electronics retailers to study the pricing strategies of brands during the sale events. Our analysis focused on additional discounts offered during the sale period to evaluate the true value of the sale event to customers. To calculate this effect, we compared the pricing of products on Thanksgiving Day, Black Friday and Cyber Monday to the pricing of products prior to the sale commencing. We considered the Top 500 ranked products on 11 product types across Men’s and Women’s Fashion and 11 popular consumer electronics products for this analysis.

    Consumer Electronics Brands

    In digital cameras, Canon’s traditional role as a discount leader was on show, featuring on both Best Buy (14%) and Target (20%), the two most aggressive price discounters in consumer electronics. Nikon took Canon’s place in DSLR cameras, for Best Buy (13%), New Egg (10%) and Walmart (4%), albeit at a comparatively low additional discount point.

    Razor benefited from Amazon’s strategy of promoting its lower-priced products, promoting a modest 9% additional discount but across its entire range of laptop products. The competitiveness of this category between brands is shown by Samsung’s decision to give an additional 53% discount across 36% of its product line at Best Buy.

    The strategic approach brands take with different retailers was illustrated by HP’s 30% additional discount on 31% of its products at Target while over at Walmart, HP had a dire a 4% additional discount on a mere 13% of its products. A similar strategy was employed by LG with its televisions. On Amazon, its TVs had a 10% additional discount applied to 46% of its products, while at New Egg that translated to 25% and 8% respectively.

    Among the fast emerging wearables category, under-pressure Chinese firm Huawei dropped an aggressive 46% additional discount on 100% of its product range at Best Buy. By comparison, the next highest in this category was Marc Jacobs at Target with 33% and 40% respectively.

    Most Visible Brands Across Product Types

    In our analysis, brand visibility is represented in terms of both the number of products for each brand, as well as the average rank of all its products (“lower” the rank value, higher is the visibility).

    The influence an online retailer exerted on a brand’s average ranking is illustrated by Canon’s digital cameras. On Amazon, its 296 products had an average ranking of 272, while on Best Buy it was 30 and 48, 73 and 212 on New Egg and 20 and 69 on Walmart. For all these retailers, Canon was the most visible brand in digital cameras, despite such variation.

    It was a similar story on laptops, with HP’s Amazon ranking of 298 based on 166 products, contrasting with a Target ranking of 14 on 18 products and Walmart ranking of 21 on 20 products.

    These patterns appear to play out in TVs too, with Samsung’s Amazon average ranking of 292 based on 150 products contrasting with Walmart average ranking of 10 across 7 products.

    Unsurprisingly, across our analysis of additional discounts and brand visibility, the top brands are well known and recognizable brands in each product type, with very few new entrants breaking out from the pack. This story, though, takes a turn in the following analysis on visibility growth.

    Brands With Highest Growth in Visibility

    To perform this analysis, we developed an index for the visibility of a brand based on the number of products available per brand as well as the average rank of those products. We then compared this score for each brand between before and during the sale period, and subsequently calculated the percentage growth.

    The list of brands that showed the highest growth in visibility for each product type is an interesting mix of well established and newer brands. The usual suspects included the likes of Philips, Fitbit, Sony, Kodak, Nikon, etc. The presence of brands like Apple, Google, and Bose is surprising as they would be expected to command strong visibility even before the sale. Some of the newer brands include Rha, Westinghouse, Garmin, Lanruo, and more.

    Some brands showed a dramatic increase in visibility. Examples include Bose on Walmart (698%), HTC on New Egg (657%), Galanz on Amazon (657%), and Jlab on Target (608%).

    Kodak’s digital cameras (2% growth) on Best Buy took the honors for the lowest increase in visibility, just ahead of HP laptops (3%) on Walmart, Nostalgia Electrics refrigerators (4%) and Belkin Tablets (7%) both on sale at Target. These numbers indicate a relatively static assortment for the respective retailers and product types.

    Fashion Brands

    Moving over to the Fashion category, we observed significantly more aggressive discounting activity, as expected. Parent’s Choice T-shirts recorded the highest additional discount (80%) applied to the widest product range (Walmart 91%). Similarly, Fruit of the Loom saw Amazon promote a 78% additional discount applied across 20% of its products.

    In shoes, Macy’s promoted a 60% additional discount on 50% of Kenneth Cole’s product range. In watches, Amazon featured a 57% additional discount on 50% of Kate Spade New Year branded products. Meanwhile, in sunglasses, Ray Ban in Bloomingdale’s enjoyed a 20% additional discount spread across a whopping 95% of its products, compared to just a 14% additional discount applied to a mere 10% of Ray Ban products in New Egg.

    In stark contrast to what was observed in Electronics, the Fashion category saw fewer large brands dominate the discounting landscape across categories. This isn’t surprising given how the Fashion category tends to be cluttered with a plethora of brands, while the Electronics category usually consists of a leaner set of popular brands in each product type.

    Most Visible Brands Across Product Types

    In casual shoes, Nike’s ranking of 264 on 93 and Converse’s ranking of 239 on 89 products contrasted with Vision Street Wear’s ranking of 8 on 9 products and Time And Tru’s 15 ranking on 14 products.

    Another point of contrast was Micheal Kors (Handbags) cross-retailer platform performance - its average ranking of 184 on 102 products on Macy’s while its average ranking on New Egg was 20 across 12 products. Still, it appears the brand discounted heavily in New Egg to compensate for its relatively low visibility on the website.

    Ray Ban recorded a category high ranking of 209 based on 321 products on Macy’s. By comparison, Ray Ban had a ranking of 17 on 34 products at New Egg. Over at Amazon, Ray Ban managed a creditable 189 ranking on 124 products and a 163 ranking on 120 products at Bloomingdale’s.

    Brands With Highest Growth in Visibility

    Compared to the Electronics category, Fashion consists of certain brands that skyrocketed in their visibility. Examples include Next Level T-shirts (Amazon 2,000%), Michael Kors Watches (Walmart 1,424%), Dakota Watches (Target 751%) and Adidas sports shoes (Amazon 516%).

    Bloomingdale’s delivered amazing visibility growth for key brands, with Burberry (527%), Reiss (500%), The Kooples (%00%), Tory Burch (500%), J Brand (475%), and Adidas (300%) all enjoying strong visibility growth.

    At the other end of the visibility growth spectrum, the growth rates of Lucky shirts (New Egg, 11%), Micheal Kors (New Egg, 20%) Dickies jeans (Target, 22%), Tasso Elba shirts (Macy’s, 23%), and Puma Casual Shoes (Target, 25%) indicate a relatively more static assortment in their respective product types.

    Depth Of Product Range And Discounting Strategy Matters

    Across the three sales, DataWeave identified several different additional discounting and product assortment strategies by both the retailers and the brands.

    While retailers are increasingly discounting the lower priced products to shape price perceptions among shoppers (take a bow Amazon), what are the implications for brands? Firstly, a thin product range is going to make achieving visibility more challenging. Secondly, brand strategies across online retailing platforms will need to be more clearly defined and executed. Thirdly, those brands that treated Thanksgiving, Black Friday and Cyber Monday as discrete events are going to have to rethink their approach as these lines increasingly blur with time.

    If you’re interested to learn more about how DataWeave aggregates and analyzes data from online sources as massive scale, as well as how we provide competitive intelligence to retailers and consumer brands, visit our website!

  • Consumer Electronics Prices During the Holidays

    Consumer Electronics Prices During the Holidays

    Consumer electronics has always been one of the most popular product categories for consumers during the Thanksgiving weekend sale each year.

    Shoppers often hold off on making expensive purchases in electronics in anticipation of great discounts during these sale events. While Cyber Monday is traditionally the key day for offers in electronics, recent trends, triggered by the growth of eCommerce, lean toward offering attractive prices across the entire sale weekend.

    Studies indicate that in 2018, the average value of an online transaction hit $97. This compares with $91 in 2017 and $87 in 2016, continuing the trend of a steadily increasing transaction value over the past two years. This year, the scene was set for a massive Cyber Monday as Black Friday purchases of electronics reached $6.22 billion, up 23.6 percent from last year according to Adobe Analytics.

    At DataWeave, we recently analyzed and published a blog post on the Thanksgiving weekend sale for the Fashion vertical.

    (Read here: A Study of Fashion Retail Pricing Across Thanksgiving, Black Friday and Cyber Monday 2018)

    As part of the same project, we scrutinized the consumer electronics vertical just as keenly across top electronics retailers in the US by monitoring prices across the weekend.

    Our Methodology

    We tracked the pricing of the 5 leading retailers selling consumer electronics to assess their pricing and product strategies during the sale events. Our analysis focused on additional discounts offered during the sale to evaluate the true value the sale event represented to customers. To calculate this effect, we compared the pricing of products on Thanksgiving Day, Black Friday and Cyber Monday to the pricing of products prior to the sale commencing. We considered the Top 500 ranked products on 11 popular product types in carrying out this analysis.

    Key Findings

    In contrast to the Fashion category, the consistency in the discounting strategy for all retailers across the three sale days in the Consumer Electronics category was striking. The only exception was Walmart, which opted somewhat curiously to roll back its discounts on Cyber Monday. All other retailers held similar additional discounts levels on a fairly similar set of products through the sale weekend.

    Target and Best Buy led the electronics discount charge at 22% and 21% for 18% and 17% of their assortment, respectively.

    While Amazon discounted the highest number of products at 29% of its range, it continued its recent strategy of not discounting steeply. In fact, Amazon was among the lowest in terms of additional discounts. The other end of the spectrum, Walmart provided a 28% additional discount on the first two sale days, offered only on a modest range of products (4% and 1%).

    Headphones and USB Drives proved popular lead product types for discounting by all retailers. Other product types making the cut included Refrigerators (Target), Laptops (Walmart), and Wearable Technology (Newegg).

    Amazon’s discounting strategy appears to be informed significantly by product visibility. The highest ranked products were far more aggressively discounted, and the discounts reduced progressively as we move to less visible products. This supports previous evidence illuminating Amazon’s strategy to develop a low price perception. We saw a similar trend emerging from Best Buy and Newegg as well.

    This discounting approach is in stark contrast to the behavior we witnessed in our earlier analysis of the Fashion category, where we found little correlation between visibility and discounts. However, given the higher price points and greater price elasticity in the Electronics category, we were not surprised to see this level of strategic clarity. Interestingly, our analysis of Target’s discounting behavior showed an opposite trend as Target opted to load up discounts on its less visible products.

    Walmart was excluded from this part of our study due to the very low number of common products before and during the sale that we could analyze.

    Another stable trend which emerged during our analysis of the sale weekend is the consistency with which lower priced products are offered at higher additional discounts relative to the more premium, higher priced products in the retailers’ product type. This trend largely held across retailers. Customer perceptions of low prices can be built by heavily discounting products at the lower end of the premium spectrum, while retailers can harvest their critical margin on their higher value goods.

    Diving Deeper Into Amazon

    Amazon announced a few days ago that it had its biggest shopping day in the company’s history on Cyber Monday. In its announcement, the company also stated the five shopping days starting with Thanksgiving and continuing through to Cyber Monday shattered records as US consumers bought millions of more products over the five-day sales compared with the same sales period last year.

    When the product popularity was evaluated and compared with additional discounts, we see higher discounts for better-reviewed products on Thanksgiving and Black Friday. Cyber Monday was an exception where discounts were distributed more smoothly across the three popularity bands.

    As with what we witnessed in the Fashion category, we detected higher additional discounts in Amazon’s Electronics private label brands (17%) relative to the average discount for other brands (7%).

    Profitability is back in the spotlight

    Electronics continued to be a key focus eCommerce retailers during their pivotal sales events in 2018. We are seeing signs of a shift to eCommerce and an accelerating emergence of a “Black November” and a “Cyber Post-Thanksgiving Weekend” impacting on sales results for the beginning of the holiday season.

    This year, there was a more concerted and strategic approach by retailers to maximize margin in the high-value end of the Electronics Category while still discounting the more popular and lower priced products. As expected, both Target and Best Buy featured prominently with their heavy discounting, while both Amazon and Newegg appeared to be executing a more nuanced discounting strategy. This rather reserved approach to the sale and careful focus on profitability is backed up by recent reports of Amazon’s shift in approach to housing low margin products.

    As was the case with the Fashion category, we saw the importance of Cyber Monday for Electronics sales being eroded and spread across the entire weekend, on the backdrop of a larger trend of attractive offers encompassing much of November and December.

    If you would like to know more about how DataWeave aggregates data from online sources to deliver actionable insights to retailers and consumer brands, check out our website!

  • A Study of Fashion Retail Pricing Across Thanksgiving, Black Friday and Cyber Monday 2018

    A Study of Fashion Retail Pricing Across Thanksgiving, Black Friday and Cyber Monday 2018

    The biggest holiday sale event of the western retail calendar — the Thanksgiving weekend sale, which includes Thanksgiving Day, Black Friday, and Cyber Monday — came and went a few weeks ago and made a huge splash along the way. While the sale event, especially Black Friday, is traditionally an offline sale event, modern online retailers too step up to offer products at attractive prices through this period.

    Online retail sales numbers grew at an impressive clip based on stats reported by Adobe Analytics. Thanksgiving Day sale itself generated $3.7 billion in sales, up 28 percent from a year ago. Black Friday delivered a record $6.22 billion in online sales — a substantial leap of 23.6 percent year on year. Cyber Monday sales online generated a new record of $7.9 billion, up nearly 18 percent from last year.

    Spending on fashion specifically was up 5.4 percent over the 2018 Black Friday weekend, the best growth seen since 2011, according to consulting firm Customer Growth Partners. Apparel retailers now book nearly a quarter of their annual sales during these holiday sales — a measure of just how important these annual sales have become to the online retailer’s commercial performance.

    As a provider of Competitive Intelligence as a Service to retailers and consumer brands, DataWeave consistently monitors and captures pricing and assortment information from leading retailer websites during sale events to study their product and pricing strategies — and we’ve done the same for this year’s Thanksgiving weekend sale as well.

    Our Methodology

    We tracked the pricing of 6 leading fashion retailers to study their pricing and product strategies during the sale events. Our analysis focused on additional discounts offered during the sale to evaluate the true value of the sale event to customers. To calculate this effect, we compared the pricing of products on Thanksgiving Day, Black Friday and Cyber Monday to the pricing of products prior to the sale commencing. We considered the Top 500 ranked products on 15 product types across Men’s and Women’s Fashion for this analysis.

    Key Findings in Men’s Fashion

    Macy’s and Bloomingdale’s featured prominently among the top discounting retailers. This is unsurprising, given their focus on Fashion. Macy’s, in particular, additionally discounted just over half its fashion assortment over the three days. This was an order of magnitude greater than its nearest competitor Amazon at 29 percent.

    Target and Walmart too discounted aggressively on Thanksgiving and Black Friday. Target exceeded Macy’s by 2 percentage points. However, Target and Walmart rolled back their discounts on Cyber Monday effectively halving them.

    Walmart’s discount strategy displayed significant variation across the 3 days of sale. On Black Friday, Walmart led the retailing pack with its 46 percent discount only to roll back to 15% on Cyber Monday. The fluctuations in these discounts reflect significant variation and churn in Walmart’s Top 500 ranked products across the three days of sales.

    As we have seen in previous sales, Amazon was a model of consistency in its discount strategy across the three days, maintaining a healthy 15% — 16% on roughly a third of its assortment. Strikingly, Newegg elected not to compete too aggressively in Fashion this year, adopting high single digit discounts on a similar percentage of its products.

    Across all six retailers, Shirts, Jeans, and T-shirts proved to be the most popular product types in terms of additional discounts although accessories such as sunglasses (Newegg) and watches (Macy’s) broke up apparel’s dominance.

    Did additional discounts vary by price range?

    We also studied the variation of discounts across ranges of product “premiumness”. We generated a percentile scale based on price ranges of products from before the sale, and studied the additional discounts offered for products in these price range buckets during the sale. A percentile score or 1 is the cheapest product and 100 is the most expensive product. All of these metrics were calculated first at a product type level and then aggregated at an overall level for each retailer.

    Amazon and Target display a clear strategy to additionally discount their more affordable range of products – those in the 1–20 cluster.

    Bloomingdale’s showed a less structured strategic approach. Its additional discounts were largely spread evenly across levels. Its product churn among the Top 500 items during the sale focused on its more expensive products as indicated by its score of 0 for the 81–100 percentile bracket.

    Macy’s opted to discount even more evenly across the board than Bloomingdale’s. It’s likely Macy’s relied on a different lever to drive discounts strategically. Walmart’s pricing approach was markedly uneven and all over the board from a strategic perspective.

    Key Findings in Women’s Fashion

    One of the most interesting patterns to emerge from these sale events was the marked difference in discounting strategy adopted for Women’s Fashion compared to Men’s Fashion. Both Amazon and Macy’s discounted their Women’s Fashion line up far less aggressively than their Men’s Fashion products. Their discounts also applied to a smaller set of products.

    Bloomingdale’s Women’s Fashion discounting was similarly marginally less aggressive than its approach to its Men’s Fashion. Only Target’s pricing remained consistent across its Men’s and Women’s Fashion products. However, Newegg’s strategy of not engaging too aggressively in Men’s Fashion this year carried over to its treatment of Women’s Fashion.

    The top product types additionally discounted were also not unexpectedly different between the Men’s and Women’s Fashion products. Skirts, Shoes, and Tops emerged as the favorite product types to discount, although no two retailers had the same discounting emphasis.

    As with Women’s Fashion, Amazon and Target discounted their less expensive products more consistently. However, in Women’s Fashion, they were joined by Walmart and to a lesser degree, Newegg.

    This showed evidence of a strategy to retail the less expensive products at more attractive price points to generate the price perception of being low-priced. Meanwhile, they continued to harvest comparatively more margin through their more expensive products. This was a more nuanced approach to margin management than what we saw in Men’s Fashion.

    Does product visibility correlate with discounts?

    One working hypothesis is that products discounted heavily tend to have higher visibility to drive the perception of lower price. However, the results of our analysis appear counter-intuitive.

    Amazon’s additional discounts in Men’s Fashion appear relatively uniform across all product cohorts. In fact, Amazon’s peaked additional discounts with the 200–400 cohort.

    Similar trends surfaced with other retailers. Newegg additionally discounted its longer tail products, while Walmart additionally discounted its Top 50 products at only 16% compared to an average of around 23% for other cohorts in its Top 500.

    A closer look at Amazon.com

    (Read Also: Amazon’s US Fashion and Apparel Product Assortment Evolves)

    We extracted data on Amazon’s reviews and ratings to investigate its discounting strategy across ranges of product popularity — a measure that’s defined using a combination of average review rating and number of reviews. We compiled a measure of all products that were rated as High, Medium, and Low cohorts and evaluated Amazon’s discounting strategy in each cohort.

    In Men’s Fashion, Amazon aggressively discounted its Medium and Low rated products on Thanksgiving, only to switch its strategy the next day on Black Friday. This tactical switch was presumably intended to showcase Amazon’s well-reviewed products at attractive prices on Black Friday — a larger sale event.

    By Cyber Monday, Amazon’s Medium reviewed products were back enjoying more aggressive discount levels, albeit the discount variance across all three cohorts was minor.

    Amazon’s discounting strategy for its Men’s Fashion products was in stark contrast to its strategy in Women’s Fashion. Here, Amazon additionally discounted its High and Medium reviewed products on Thanksgiving. While there was no specific discernible pattern on Black Friday, Amazon’s discounting was most consistent across its three popularity cohorts on Cyber Monday.

    We also looked at Amazon’s discounting activity across its private label products relative to other brands. Unsurprisingly, Amazon discounted its private label fashion products at an aggressive 30%, while the other brands benefited from, on average across all days and all categories, an additional 15% discount.

    Online drives shifting tides in holiday sale events

    While traditionally the holiday shopping season sees a peak around Black Friday and Christmas, retailers are increasingly seeing the demand spread across the entirety of the sale season of November and December. As a result, retailers need to stay on their toes to drive increased sales and gain market share over an extended period of time.

    Certainly, in 2018, we witnessed a more focused approach to mine margins in Women’s Fashion while still discounting aggressively. As expected, both Macy’s and Bloomingdale’s featured prominently in the discounting stakes while both Amazon and Target appeared to implement a more nuanced approach to juggling a reputation for low prices and driving increased margin.

    If you’re curious about how DataWeave aggregates data from eCommerce data at massive to deliver actionable insights to retailers and consumer brands, check us out on our website!

  • Decoding Alibaba’s Singles Day Sales

    Decoding Alibaba’s Singles Day Sales

    An average of $11.7 million per second was the rate at which Alibaba clocked $1 billion in sales during the first 85 seconds of Singles’ Day. As Alibaba’s annual sale event continues to grow in scale, referring to it as a global retail phenomenon is an understatement. Alibaba closed the day having shipped 1.04 billion express packages based on sales of merchandize worth 213.5 billion yuan ($30.67 billion).

    This performance shredded any lingering concerns analysts may have harbored about the prospects of this year’s sale, given the international backdrop of the ongoing trade skirmish between the US and China.

    Along with attractive discounts across a range of product categories, Singles’ Day also promised an integrated experience fusing entertainment, digital and shopping, in stark contrast to other large global sale events like Black Friday, which focus predominantly on discounts.

    At DataWeave, we set out to investigate if all the hype resulted in actual price benefits to the shoppers and how the various categories and brands performed in terms of sales during the event. To do this, we leveraged our proprietary data aggregation and analysis platform to capture a range of diverse data points on Tmall Global, covering unit sales (reported by the website) and pricing associated with Tmall Global’s major categories over the Singles’ Day period.

    Our Methodology

    We captured 5 separate snapshots of data from Tmall.com during the period between October 25 and November 14, encompassing over 15,000 unique products each time, across 15 product categories.

    To calculate the average discount rate, we considered the percentage difference between the maximum retail price and the available price of each product. We also looked at the additional discount rate, for which we compared the available price during Singles’ Day to the available price from before the sale. This metric reflects the truest value to the shopper during Singles’ Day in terms of price.

    Our AI-powered technology platform is also capable of capturing prices embedded in an image. For example, the offer price of ¥4198 was extracted accurately from the accompanying image by our algorithms and attributed as the available price while ¥100 from the same image was ignored.

    This technology was employed across hundreds of products using DataWeave’s proprietary Computer Vision technology.

    Domestic Appliances and Digital/Computer Categories Powered Turnover

    The Domestic Appliances and Digital/Computer categories dominated the Singles Day Sale in terms of absolute sales turnover. This isn’t surprising, since the average order value for these categories are typically much higher compared to the other categories analyzed.

    What clearly stands out in the above infographic is that the two largest categories in terms of sales turnover had average additional discounts of only 2 per cent and 0 per cent — a rather surprising insight. In general, with the exceptions of Women’s skincare, Men’s skincare, and Women’s bags (11 per cent, 10 per cent, and 9 per cent respectively), all other categories saw low additional discounts during Singles’ Day.

    However, the absolute discounts across the board were consistently high, with only Luggage (6 per cent), Digital/Computer (9 per cent) and Women’s wear (12 per cent) staying significantly below the 20 per cent mark. In fact, eight categories enjoyed absolute discounts greater than 30 per cent.

    Among common categories between Men and Women, the Men clocked more sales in Men’s wear, shoes, and bags. Only skincare proved to be an exception, where Women’s skincare generated twice the turnover of their Men’s equivalent.

    The Infants category was another intriguing sector to emerge during the sale. Both Diapers (38 per cent) and Infant’s Formula (25 per cent) were substantially discounted, despite only receiving low additional discounts of 2 per cent and 0 per cent respectively – indicating aggressive pricing strategies in this category even during non-sale time periods.

    The biggest takeaway from our analysis is the lack of any correlation between sales turnover and additional discounts, or even the absolute discounts.

    International Brands Make Gains

    International brands continue to penetrate the Chinese market showing up amongst the Top 5 brands of 13 of the 16 categories on sale.

    In the Diaper category, Pampers delivered nearly twice the sales turnover of its next biggest competitor. As expected, Apple and Huawei battled it out for honors in the Digital/Computer category although Xiaomi enjoyed pleasing results, nearly matching Huawei’s sales to go with its sales leadership of the Domestic Appliances category. Local brands, though, swept the Domestic Appliances, Furniture and Women’s Wear categories.

    The challenge posed by Chinese brands was illustrated by Nike’s spot in the second place in the highly competitive Men’s Shoes category after Anta.

    International brands topped only five of the 16 categories and Top 3 positions in ten categories. Still, there’s a growing presence of international brands in China’s eCommerce.

    Gillette won handsomely over its competition in the Personal Care category while Skechers enjoyed a similar result in Women’s Shoes, racking up nearly twice the retail sales of its nearest competitor. Another category dominated by international brands was the Women’s Cosmetics category where international brands accounted for 4 of the Top 5 brands.

    Similarly, Samsonite’s acquisition of American Tourister gave it two top 5 brands in the Luggage category. Other global brands to make the cut during the Singles’ Day sale included L’Oréal, Canada’s Hershel, Playboy, South Korea’s Innisfree and Japan’s Uniqlo.

    It’s Not All About Price On Singles’ Day

    The dramatic rise in shopping during Singles’ Day is not driven solely by price reductions. Alibaba’s commitment to its “New Retail” strategic model has led the Chinese giant to channel its impressive resources to focus on bringing together the online elements of its business with the more traditional offline aspects of its retail distribution. This is combined with entertainment to create a larger story based around the shopper’s overall “experience” rather than just driving “attractive prices” as a short-term retail hook.

    Alibaba is betting big on erasing the line between online and offline and its futuristic vision of structuring retail around the way people actually want to shop. Based on the consistently impressive results of Singles’ Day year after year, “New Retail” has a promising future.

    If you wish to know more about how DataWeave aggregates data from online sources to provide actionable insights to retailers and consumer brands, check out our website!