Tag: pay

‘E-commerce as entertainment’: An investor behind Goop predicts the wild future of retail

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Investor Frederic Court’s bets on e-commerce—his London-based Felix Capital has backed Farfetch, Goop, jewelry site Mejuri, among others—are poised to pay off on Cyber Monday and throughout the holiday shopping season as consumers eschew traditional stores during the pandemic. Now Court is turning his attention to the next wave of online retail, which he describes as “e-commerce as entertainment.” He notes that in China and other parts of Asia, hundreds of millions of consumers already buy via streaming e-commerce, a service that’s reminiscent of a digital-only QVC. He shared his predictions with Fast Company . The following interview has been edited for clarity and brevity. Fast Company : What are the big trends you’re seeing in e-commerce, and are you seeing simply an acceleration of trends that you had already seen forecast? What’s new? Frederic Court : This year we’ve seen acceleration on both sides of the marketplace—and acceleration of demand. On the supply side, from fashion brands to beauty brands to local restaurants, there’s a realization that if your customer cannot come to you anymore, you’ve got to go to them. If we had spoken last year, five years ago, or 10 years ago, we would have said the same thing: Every Christmas is going to be bigger [than the last Christmas]. This year is going to be significantly bigger. We don’t know what’s going to be the impact in terms of people being concerned about an [economic] crisis or unemployment. But at the micro-level of our portfolio companies, we saw, across the board, an extraordinary November. FC : In e-commerce, there are sites like Amazon that are very transactional, brands like Goop that provide information and sell products, and retailers that are trying to recreate the in-store experience. Do you see e-commerce becoming more experiential? Read More …

‘Never let a crisis go to waste’: How 3 CEOs helped their companies thrive in a pandemic

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The COVID-19 pandemic has prompted different responses from company CEOs seeking to ensure their businesses survive. Keeping their employees safe has been the first priority, but beyond that, their task has involved understanding the situation, launching countermeasures, and trying to evolve ways of working to ensure their businesses can continue. We spoke to the chief executives of three major companies in three very different industries. In their responses to the crisis we found that Winston Churchill’s adage of “never let a crisis go to waste” was as relevant as ever, with businesses finding positives during the pandemic. Accelerate strategy Shipping giant AP Møller-Maersk embarked on a historic transformation in 2016 to become an integrated transport and logistics company—combining its shipping line, port operations, and freight forwarding businesses into a single entity. However, progress had been limited . The pandemic brought unprecedented challenges to Maersk’s customers who, faced with falling demand, had to manage their global supply networks as effectively as possible. They wanted better information across the supply chain and the ability to change outcomes while goods were in transit. These demands affirmed Maersk’s strategy to shift from being a port-to-port container transport company to an integrated, end-to-end logistics company, making use of digital technologies to provide the connectivity and visibility that customers required. Maersk’s customers turned to its blockchain-enabled supply chain platform TradeLens , where the number of transactions almost tripled from 70,000 a week in January 2020 to 194,000 a week in June. Transactions through Maersk.com increased by 20% to 25% between January and October 2020. Maersk’s CEO Soren Skou told us: “The investments we made in the last five years in digital capabilities came in very handy during COVID-19.” The pandemic accelerated Maersk’s technological transformation efforts, which led to new digital products and services while modernizing its customer interface, back-end infrastructure, and assets such as ships and terminals. Maersk also built expertise through acquisitions, purchasing warehousing and distribution company Performance Team , and customs management firm KGH Customs . Skou was able to apply what he’d learned from the financial crisis of 2008-09, when Maersk and its competitors fought for market share and ended up driving down freight rates. This time, Skou focused on profitability: cutting capacity by 20%, but filling the remaining vessels even as the pandemic caused shipping volumes to drop. The plunging price of oil also helped Maersk’s financial performance, and its earnings actually increased in the first three quarters of 2020 , despite near-paralysis of the global economy. Scale-up innovation Large companies are often seen as slow and trailing in innovation compared to smaller, more nimble competitors. Standard operating procedures mean they focus on developing “perfect” solutions, testing in pilot markets and proving the business case over a couple of years, before finally rolling out—by which time they have probably missed the boat. Mars Petcare, a global leader in pet food and pet health services, found that COVID-19 necessitated scaling up innovation Read More …

Remote work can’t change everything until we fix this $80 billion problem

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Providing reliable, high-speed internet to remote parts of the U.S. has been a challenge for years. And the COVID-19 pandemic has created a renewed sense of urgency to solve it. Since the outbreak, many employers have outlined plans to make their remote work policies permanent. Many knowledge workers are taking this opportunity to leave big cities for more rural destinations. This presents a significant economic opportunity for rural communities, but only in those areas that can offer residents access to robust broadband internet. Finally solving America’s digital divide will depend on either a technological innovation or governmental intervention Read More …

The end of unlimited Google Photos storage is part of a bigger pivot

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There are two ways to look at Google’s recent announcement that it will discontinue unlimited Google Photos storage starting next June. The first is Google’s official explanation: People are uploading a lot more photos and videos than they used to, making the service harder to sustain for free. “When we launched Google five years ago, the upload velocity that we had then, versus today’s mobile world, is a lot different,” Google Photos VP Shimrit Ben-Yair told me recently. But there’s another explanation that Google didn’t make quite as explicit: The end of unlimited Google Photos storage marks a pivot of sorts for the search giant, away from being so overwhelmingly dependent on targeted ads as its dominant business model. The future of Google could be as much about subscription revenue as advertising, with Google Photos’ push for paid cloud storage as the centerpiece of those efforts. Beyond the ad business Google’s shift away from an ad-centric model isn’t entirely new. While advertising made up nearly 90% of the company’s revenues in 2015, that share has since fallen to 83.9% last year and 80.6% over the first nine months of 2020. Nonadvertising revenue comes from the apps and media people buy from the Google Play Store, sales of devices such as Pixel phones and Nest speakers, subscriptions to services such as YouTube TV, and Google’s enterprise business, which includes cloud computing services and business-class productivity tools. Still, there are signs that Google may be accelerating those nonadvertising efforts, with subscription revenue as the focal point. Last month, for instance, Google discontinued unlimited cloud storage for business users as part of its rebranding from G Suite to Google Workspace . Instead of getting unlimited storage for $12 per user per month, teams with at least five members will get 2 TB of storage per user at that price. Companies must pay $18 per month per user for 5 TB of storage, and Google doesn’t even advertise the price of unlimited storage, which it only offers through its sales department. Google also sharply increased the price of its YouTube TV streaming bundle over the summer, from $50 per month to $65 per month. While other live TV services have also raised prices, and TV networks deserve most of the blame for making pay TV too expensive, the price hike shows that Google’s become more intent on making the service profitable. Google’s also added a few new subscription services over the last year or so. In September 2019, it launched Play Pass , a $5-per-month bundle of Android apps and games from the Google Play Store. A couple of months later, it got into the cloud gaming business with Stadia . And just last month, Google started selling Pixel phones on a subscription basis to customers of its Google Fi wireless service, helping to ensure that they stay connected to the company’s cellular plans over the long haul. All of this suggests that Google isn’t feeling as confident in the advertising business as it used to, and for good reason: Threats to its longstanding cash cow are everywhere Read More …

Silicon Valley expects a chillier relationship with Biden than Obama

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Now that the Biden administration has announced a transition team and is gradually announcing key advisory and cabinet appointments, the posture of the new administration toward Silicon Valley is becoming clearer. And it’s not the look of a budding friendship. When Biden last worked at 1600 Pennsylvania Ave., the White House had an open and friendly relationship with Silicon Valley. For example, the Obama administration also recruited talent from Silicon Valley to form the U.S. Digital Service , the elite technology “startup” within the White House that helped government agencies streamline systems and exploit new agile development methods. Obama also created the position of U.S. chief technology officer within the Office of Science and Technology Policy. From a regulatory standpoint, the tech industry enjoyed a light touch during the Obama years. Its relationship with the Biden administration will likely be different and less trusting. That’s one of the reasons it’s closely watching the formation of the new Biden administration, now in its beginning stages. There’s a lot to watch, since so many government agencies now impact the business of tech. Some high-level appointments, such as Ron Klain as chief of staff, will deal with a broad spectrum of issues, many of which don’t touch tech directly. But others, like the appointment of Janet Yellen as Treasury secretary could, for example, have implications for digital currencies and other financial tech. “There are enormous fintech issues that will be facing the financial regulators, most principally the office of the Comptroller of the Currency, but some issues that’ll touch upon the FDIC, Federal Reserve ,and Treasury as well,” says Jeff Hauser, founder and director of the Revolving Door Project, which tracks presidential appointees who come from various industries. Antitrust under Biden Of chief concern to Big Tech is the Biden administration’s thinking on antitrust. Proposals for breaking up big tech companies in the last couple of years from people such as Massachusetts senator and former presidential candidate Elizabeth Warren have ridden a wave of populist feeling in the country. The Department of Justice has already filed an antitrust lawsuit against Google in federal court, and the Federal Trade Commission is reportedly in the final stages of deciding whether to file its own suit against Facebook. The agencies are also conducting investigations into alleged anticompetitive aspects of marketplaces run by Amazon and Apple. The Valley is waiting for Biden to announce his attorney general and FTC chair , which could tell a lot about the new administration’s plans to control Big Tech. I don’t think this administration is going be kind to Big Tech in general.” Eric White, Seismic Capital Company Biden said precious little about antitrust on the campaign trail, but his statements on adjacent issues give some clues to his thinking Read More …