In cooperation cooperation wit h:
European Eco comm mme erc rce e Repo port rt 2018 Edition
A Word from Ecommerce Ecommer ce Europe Online retail continues its double-digit growth, since the European e-commerce turnover increased by 12.75% to € €540 540 billion in 2017. As European ecommerce association, we are of course delighted to see these figures, as strengthening and fostering online sales in Europe is our mission. This European B2C Ecommerce Report offers great insights into European ecommerce markets and it contains valuable informati information on for companies that want to start cross-border trading in Europe. Therefore, we would like to thank Ecommerce Operations for their hard work in creating this report. Online shops still face various challenges when selling crossborder bor der in Eur Europe ope.. Eco Ecomme mmerce rce Europe Europe aim aims s at cre creati ating ng a regulatory framework that can easy the daily activities of online merchants, so that they can increase their sales at all levels, specifically cross-border. cross-border. To mention a few practical examples of the work done by Ecommerce Europe, we currently advocate for: harmonized and easily easily understandable sets of • Single, fully harmonized rules in several areas. For example, contract law across the EU is only minimally minimally harmonized harmonized.. It wou would ld be easie easierr for merchants to sell abroad if they could rely on exactly the same rules for legal guarantees and remedies in case of defective products. • A fair and balanced balanced solution for taxing the the digital economy, economy, which can be accepted at global level without creating trade barriers to the EU. • A bal balanc anced ed app approa roach, ch, bas based ed on cle clear ar and tra transp nspare arent nt princi pri nciple ples, s, in reg regula ulati ting ng the rel relat ation ions s bet betwe ween en onl online ine platforms and the online shops that sell through them.
The European Union is currently legislating on these and other ecommerce related topics. Some proposals will bring for sure positive changes but, at the same time, some others may create unnecessary burdens for online merchants. The role of Ecomme Eco mmerce rce Eur Europ ope, e, via the kno knoww-how how of our experts, experts, is the theref refore ore to adv advise ise policymakers on what we believe is best f or the industry. In some cases cases,, and also to avoid overover-regu regulatio lation, n, solut solutions ions should directly come from the industry. For example, Ecommerce Europe is helping create a trusted online onl ine env enviro ironme nment nt for con consu sumer mers, s, tha thanks nks to our ind indust ustry ry-le -led d pan pan-Eu -Europ ropea ean n Trustmark. Next to that, Ecommerce Europe has been developing a harmonized label for parcels, which is supposed to innovate and boost the way packages are delivered. Finally,, in Finally i n Ecommerce Europe’s Europe’s view, view, it is also important to think ahead. This is why we are wor workin king g tow toward ards s the Eur Europe opean an ele electi ctions ons in 201 2019 9 wit with h mor more e co concr ncrete ete recommend recom mendatio ations ns from the industry on how to cont continue inue the path towards towards the elimination of all cross-borders obstacles for online merchants.
François Momboisse President
Marlene ten Ham Secretary General
Ecommerce Europe, the European Ecommerce Association Abo ut Eco mmer ce Eu ro pe Ecommerce Europe is the voice of the European digital commerce sector. Through its 20 nationa nati onall e-co e-comme mmerce rce asso associa ciation tions, s, Ecom Ecommer merce ce Euro Europe pe rep represe resents nts more than 75,0 75,000 00 companies compan ies selling goods and services online to consum consumers ers in Europe. European merchants still face difficulties when selling online, specifically specifically cross-border. cross-border. That is why we act at European level to help legislators create a better framework for online merchants, so that their sales can grow further. We aspire to be the European platform for digital commerce, where the member members s of national e-commerce e-commerce associations, direct company members and suppliers can: • Network Netw ork and share best prac practice tices, s, exch exchang ange e info informat rmation ion and know knowledg ledge e on issues concerning their business; • Work towards promotion, promotion, professionalization professionalization and self-regulation self-regulation the digital commerce commerce industry, thanks to projects like our European Trustmark; • Create better fitted frameworks that can foster online sales at all levels, both domestically and cross-border. Ecommerce Europe’s Publ Public ic Aff Affair airs s Acti Activitie vities s Ecommer Ecom merce ce Euro Europe pe repr represe esents nts the inte interest rests s of onl online ine mer mercha chants nts visvis-à-vi à-vis s Euro Europea pean n legislators. Our advocacy activities focus on four main pillars: • e-Regulations • Digital Transactions and Innovation • e-Logistics • Trust (Ecommerce Trustmark) These pillars are translated into four Working Committees that are managed by the Brussels Secretariat. Members of Ecommerce Europe can join the committee meetings to discuss and further develop the positions of the European e-commerce association on a wide range of topics. These meetings are also the occasion to get informed, share best practices and discuss obstacles merchants face in their daily e-commerce operations in several countries.
Ecommerce Europe translates the outcome of the Working Committees Ecommerce into policy recommendations for legislators on how to make it easier for merchants to sell online. At the same time, we translate what comes from the European Union into practical information that can be used by online merchants in their daily activities.
Ho w t o g et et i n vo vo l ve ved ? Ecommerce Ecomme rce Europe welcomes national ecommerce associations and compani com panies es sel selling ling goods and and/or /or servi services ces onl online ine to con consum sumers ers as members. Furthermore, we welcome preferred suppliers to the European ecommerce industry and other related organizations (i.e. NGOs, other associa ass ociation tions, s, with a stro strong ng affi affilia liation tion to ecom ecommer merce). ce). Mem Members bers and partn pa rtner ers s of Eco Ecomm mmerc erce e Eur Europe ope can be bene nefit fit fro from m a wid wide e ran range ge of services. For instance, they get access to important information about changes impacting their businesses, they can benefit of practical tools (i.e. factsheets, Q&As) to help them comply with new rules, they can influence how EU legislation is drafted, they can share and exchange knowledge with other stakeholders, network with peers and boost their visibility at the events and workshops organized by Ecommerce Europe.
Website: Address: Address: Tel: Emai Em ail: l:
www.ecommerce-europe.eu Rue de Trèves 59-61, 1040 1040 Brussels Brussels (Belgium) (Belgium) +32 (0) 2 502 31 34 info@ in fo@eco ecomm mmer ercece-eu euro rope pe.eu .eu
Ecommerce Europe National Association Members
Belgium
Czech Republic
Denmark
Finland
Hungary
France
Ireland
Greece
Finland
Germany
Italy
Luxembourg
Netherlands
Norway
Poland
Portugal
Spain
Romania
Switzerland
Bulgaria
This year’s European Ecommerce Report again offers a unique breadth and depth of analysis of the growing e-commerce market. As the principal organization organi zation representing retail and wholesale in Europe, we are proud to support and be associated with thi s year’s report. Growth in e-commerce e-commerce in Europe remains at double digit figures, and set to continue to grow. Digitalisation has changed the way people buy, and transformed the way our sector does business. This is a process of change and positive disruption which will not stop here, and the coming years will bring new technologies and ways of interacting with consumers which we can only imagine today. What we will need to address collectively with legislative decision-makers is how to continue this positive growth, and keep Europe’s global competitiveness in the face of new regulation at EU and national level, while ensuring that consumers are comfortable to embrace the new possibilities which these new technologies offer. Christian Ver Verschueren schueren Director-General
Thank you to our partners Thank you for downloading this report. This report describes both the commercial opportunities, as well as its challenges for the main ecommerce markets in Europe. The rise in online marketplaces is having a huge impact on ecommerce, which makes understanding the European ecommerce landscape even more important per country, as well as across all Europe. While cross-border cross-border ecommerce is increas increasing, ing, there are still many barriers to overco overcome. me. We hope this report will help you overcome any challenges in selling online in the European market. Ecommerce Operations is an independent organization, initiated by worldwide national ecommerce associations, as well as online and omnichannel selling companies. Our mission is to fos foste terr glo globa ball dig digita itall tra trade de,, as peace is the natural effect of trade. By facilitating digital commerce, we hope to make the world a slightly better place. We especially would like to thank our report partners; namely Ec Ecomme ommerce rce Eu Europe rope, EuroCommerce, As end ia Mana nage geme ment nt,, Ac Acce cent nture ure Int nte era racti ctive ve,, Manh nha att tta an As Asso socia ciate tes, s, SAP Hyb ybris ris,, Mazars and .sh shop op . Without their support, this report would not have been created. Moreover, a great amount of gratitude is extended to Ecommerce Europe, the European ecommerce association, for their unending support. If you like our reports, please visit www.ecommerceoperations.org/reports to download our free reports.
Jorij Abraham Managing Director Ecommerce Operations
Valued Report Re port Partners Mazars is an international, integrated and independent organization, specializing in audit, accountancy, advisory, tax and legal services. As of 1 st January, 2018, Mazars operates throughout the 86 countries and territories that make up its integrated partnership. Mazars draws upon the experti expertise se of 20, 20,000 000 women women and men le led d by 980 partners working from 300 offices worldwide. We assist clients of all sizes, from SMEs to mid-caps and global players as well as start-ups and public organizations, at every stage of the development.
Manhattan Associates Manhattan Associates is a techn technology ology leader in suppl supply y chain chai n and omni omnichannel channel commerce. commerce. We unite information information across the enterprise, converging front-end sales with backend supply chain execution.
Asendia is one of the the world’s world’s top top three international mail, shipping and distribution organizations, delivering your packages, packag es, parcels and docume documents nts to more than 200 destinations across the globe.
SAP Hy SAP Hybr briis is a bu busi sine ness ss un uniit of SA SAP, P, pr prov oviidi ding ng omnichanne c hannell cust custome omerr eng engage agement ment and com commer merce ce solutions that allow organizatio organiza tions ns to build up a conte contextual understanding of their their custom customers in real-time, deliver a more impactful, r elevant elevant custo customer mer expe exper r ience and sell mor e goods, services services and digital content across every touch point,, chann point channel el and devic device. e. Throu Through gh its state state-of-th -of-the-art e-art customer data management, context driven marketing tools and unified commerce processes, SAP Hybris has helped some of the the world’s world’s leading organizations to attract, retain and grow a profitable profitable customer base.
Formed as a partnership between La Poste and Swiss Post in 2012, the Asendia business employs more than 2,000 people worldwide, has offices in 15 countries and a global network of delivery partners to get your package where it needs to be, when it needs to get there.
Manhattan Associates designs, builds and delivers leading edge cloud and on-premises solutions so that across the store, through through your network or from your fulfi fulfilment lment center, you are rea ready dy to rea reap p the rewards rewards of the omnichan omnichannel nel marketplace.
Accenture Interactive, part of Accenture Digital, helps the the world’s world’s leading brands transform their customer experiences across the entire entir e custom customer er journe journey. y. Throug Through h our connected offerings offerings in design, marketing, content and commerce, we create new ways to win in today’s in today’s experience-led experience-led economy. Accenture Interactive is ranked the world’s the world’s largest digital agency in the latest Ad Age Agency Report.
.shop is a domain name for ecommerce. Short, meaningful and relevant, releva nt, .shop allow allows s ecomm ecommerce erce businesses businesses to choo choose se a br and nda able on online address th t hat insta instantly ntly identi identifies ec ecommerce websites sites t to o online shop shoppers arou around the world. A world. A .sh .sho op do dom main name can a can also lso help offline reta retailers and and serv serviice providers providers to be discoverable online. For businesses, .shop domain names are a more powerful marketing tool and can be used to distinguish their corporate corporate website from their onli online ne shop, and provide an enhanced user experience for their customers.
Western Europe: Netherlands Belgium United Kingdom Luxembourg ▸
France Germany Ireland
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Northern Europe: Denmark Finland Latvia Lithuania
Estonia Iceland Sweden Norway
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Central Europe: Czech Republic Hungary Slovakia Switzerland ▸
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Eastern Europe: Macedonia Russia Bosnia/Herzegovina Romania
Poland Slovenia Austria
Bulgaria Serbia Ukraine Albania
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Southern Europe: Croatia Cyprus Greece Italy
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Table of Contents
Introduction to Europe
A Brief Introduction to Europe In cl clas assi sica call Gr Gree eek k myth thol olog ogy y, Eu Euro ropa pa is th the e na nam me of ei eith ther er a Ph Phoe oeni nici cian an pri rinc nces ess s or of a qu quee een n of Cr Cret ete. e. Th The e nam ame e co cont ntai ains ns th the e elements elemen ts "wide, broad” [and “eye, fac face e he henc nce e the their ir co comp mpos osite ite Eu Europ rope e wo would uld me mean an "wi "wide de-ga -gazi zing ng"" or "br "broa oad d of aspect”]. Europe Euro pe co cove vers rs ab abou outt 10 10,1 ,180 80,0 ,000 00 sq squa uare re ki kilo lome mete ters rs (3 (3,9 ,930 30,0 ,000 00 sq mi mi), ), or 2% of th the e Ea Eart rth' h's s su surf rfac ace e (6 (6.8 .8% % of la land nd ar area ea). ). Po Poli liti tica call lly y, Euro Eu rope pe is di divi vide ded d in into to 47 so sove vere reig ign n st stat ates es of wh whic ich h th the e Ru Russ ssia ian n Fe Fede dera rati tion on is th the e la larg rges estt an and d mo most st po popu pulo lous us.. Eu Euro rope pe ha has s a to tota tall popu po pulat lation ion of ap appro proxi xima matel tely y 84 840 0 mi millllio ion n (ab (abou outt 11% of wo world rld po popu pulat latio ion) n) as of 20 2017 17.. Greece Gree ce is th the e bi birt rthp hpla lace ce of We West ster ern n ci civi vili liza zati tion on.. Th The e fa fall ll of th the e We West ster ern n Ro Roma man n Em Empi pire re ma mark rked ed th the e en end d of an anci cien entt hi hist stor ory y an and d th the e begi be ginn nnin ing g of th the e Mid iddl dle e Ag Ages es.. Re Rena nais issa sanc nce e hu hum man anis ism m, ex expl plor orat atio ion, n, ar art, t, an and d sc scie ienc nce e le led d to th the e mod oder ern n er era. a. Fr From om th the e Ag Age e of Disc Di scov over ery y , Eu Euro rope pe pl play ayed ed a pr pred edom omin inan antt ro role le in gl glob obal al af affa fair irs. s. Th The e In Indu dust stri rial al Re Revo volu luti tion on,, wh whic ich h be bega gan n in Gr Grea eatt Br Brit itai ain n at th the e en end d of the th e 18 18th th ce cent ntur ury y, ga gave ve ri rise se to ra radi dica call ec econ onom omic ic,, cu cult ltur ural al,, an and d so soci cial al ch chan ange ge in We West ster ern n Eu Euro rope pe.. Bo Both th wo worl rld d wa wars rs to took ok pl plac ace e fo forr th the e most mo st pa part rt in Eu Europ rope, e, co contr ntrib ibuti uting ng to a de decli cline ne in Wes Weste tern rn Eur Europ opea ean n dom domin inanc ance e in wor world ld af affai fairs rs by the mi mid-2 d-20th 0th cen centur tury y as the Sov Sovie iett Unio Un ion n an and d th the e Un Unit ited ed St Stat ates es to took ok pr prom omin inen ence ce.. Du Duri ring ng th the e Co Cold ld Wa Warr, Eu Euro rope pe wa was s di divi vide ded d al alon ong g th the e Ir Iron on Cu Curt rtai ain n be betw twee een n NA NATO TO in the th e we west st an and d th the e Wa Wars rsaw aw Pa Pact ct in th the e ea east st,, un unti till th the e re revo volu luti tion ons s of 19 1989 89 an and d fa fall ll of th the e Be Berl rlin in Wa Wall ll.. The po polilitic tical al ma map p of Eu Europ rope e is su subst bstan antia tially lly de deriv rived ed fro from m the rere-or orga ganiz nizati ation on of Eu Europ rope, e, fol follo lowin wing g the Na Napo poleo leoni nic c Wa Wars rs in 18 1815. 15. The prev pr eval alen entt fo form rm of go gove vern rnme ment nt in Eu Euro rope pe is pa parl rlia iame ment ntar ary y de demo mocr crac acy y, in mo most st ca case ses s in th the e fo form rm of Re Repu publ blic ic;; in 18 1815 15,, th the e pr prev eval alen entt form of gove governm rnment ent was stil stilll the Mon Monarch archy y. Euro Europe's pe's rem remain aining ing ele eleven ven mon monarch archies ies are con constit stitutio utional. nal. The Eu The Euro rope pean an Un Unio ion n is an ec econ onom omic ic an and d po poli liti tica call pa part rtne ners rshi hip p be betw twee een n 28 Eu Euro rope pean an co coun untr trie ies s an and d wa was s cr crea eate ted d in th the e af afte term rmat ath h of the Sec Secon ond d Wor World ld War War.. In Initi itial ally ly,, it was es estab tablilish shed ed to fos foster ter ec econ onom omic ic coo cooper perati ation on,, the id idea ea be bein ing g tha thatt cou countr ntrie ies s tha thatt tra trade de wi with th one anoth an other er be becom come e eco econo nomic mical ally ly in inter terdep depen ende dent nt an and d wi willll the theref refore ore be mo more re lilikel kely y to avo avoid id co confl nflic ict. t. In 19 1986 86,, the tar tarif iffs fs be betwe tween en mem member ber stat st ates es we were re ab abol olis ishe hed. d. Ad Addi diti tion onal ally ly,, 12 me memb mber er st stat ates es de deci cide ded d to in intr trod oduc uce e on one e co comm mmon on cu curr rren ency cy (t (the he eu euro ro)) in 19 1998 98,, an and d la late terr on this thi s Eu Euroz rozon one e was ex expan pande ded d to 19 cou countr ntrie ies. s. Whi While le the Eur Europ opea ean n Uni Union on co conti ntinu nuou ously sly str strive ives s the cre create ate a un unifo iform rm (di (digi gital tal)) ma marke rket, t, it prov pr oves es a di diff ffic icul ultt pr proc oces ess. s. Li Livi ving ng pr proo ooff is th the e de deci cisi sion on in 20 2016 16 of th the e Un Unit ited ed Ki King ngdo dom m to le leav ave e th the e EU EU..
Introduction to Europe. Source : Wikipedia Wikipedia;; The World Bank; IMF; Ecommerce Foundation, 2015 and 2016
Albania Andorra Armenia Austria Azerbaijan Belarus Belgium Bosnia/Herzegovina Bulgaria Croatia Cyprus Czech Republic Denmark Estonia Finland France Georgia Germany
Greece Hungary Iceland Ireland Italy Kazakhstan Kosovo Latvia Liechtenstein Lithuania Luxembourg Macedonia Malta Moldova Monaco Montenegro Netherlands
Norway Poland Portugal Romania Russia San Marino Serbia Slovakia Slovenia Spain Sweden Switzerland Turkey Ukraine United Kingdom Vatican City
Europe’s population* continues to increase (millions) 811.7 809.4 807.9 806.3
801.9 799.5
2013 Population. Source: United Nations, 2018.
2014
2015
2016
2017
2018(f) *Countries incl. can be found on pg. 7
Eastern Europe has the largest population (includes Russia)
Region
2017 Popul 2017 Popul ation (in millions)
West Wester ern n Europ urope e
247, 247,08 085, 5,74 743 3
Nort Northe hern rn Euro Europe pe
32, 32,957, 957,49 490 0
Central Europe
83,249,670
Easte astern rn Europ urope e
232, 232,91 916, 6,47 476 6
Sout Southe hern rn Euro Europe pe
232, 232,50 505, 5,61 619 9
Southern Europe 26%
Western Europe 31%
Eastern Europe 29%
Northern Europe 4% Central Europe 10%
2017 European population in millions, per region. Source: United Nations, 2018.
The 65+ age group is slowly growing in Europe (2017) 16.98% 12.85% 42.37% 11.07% 16.72%
65+ Age structure structure of Europe, 2018. Source: CIA World Factbook, Factbook, 2017.
55-64
25-54
15-24
0-14
Northern and Central Europe have the oldest populations popul ations Southern
Eastern
Central
Northern
Western
Age structure structure by region. Source: CIA World Factbook, 2018.
15.19%
11.12%
43.14%
12.20%
18.34%
15.12% 14.08%
9.87%
44.54%
16.40% 13.59%
10.63%
17.74% 43.29%
14.76% 19.18%
12.37%
11.88%
39.44%
17.12% 19.72%
13.01%
11.26%
65+
39.75%
16.21%
55-64
25-54
15-24
0-14
GDP of Europe is 17 trillion € and increasing Region
GDP per capita 2017
GDP per capita capi ta 2018(f) 2018(f)
Western
€35,515
€36,112 €36,112
Northern
€41,456
€41,456
Central
€20,903
€21,384
Eastern
€6,904
€6,720
Southern
€16,805
€16,825
GDP, Europe (trillions €) € 17.3
€ 17.0 € 16.9
€ 16.8
€ 16.8
2013
2014
GDP in euros, Europe 2013-2018(f). GDP in euros, per capita, per region, 2017 and 2018(f); Source: Quandl, 2018; Ecommerce Foundation, 2017 and 2018.
€ 17.0
2015
2016
2017
2018(f)
Unemployment is decreasing throughout Europe 13.45%
6.28%
7.48%
6.98% 5.69%
13.08%
6.10%
Unemployment rate in Europe, per region. Source: IMF, 2018.
5.16%
2016 West Wester ern n Euro Europe pe
7.30%
6.74%
12.48%
6.06%
2017 Nort Northe hern rn Euro Europe pe
Cent Centra rall Euro Europe pe
7.03%
6.64% 5.02%
2018 East Easter ern n Euro Europe pe
Sout Southe hern rn Euro Europe pe
The Logistical Performanc Performance e differs significantly per country 4.10
4.23
4.11 3.82 3.67
2.41
2.40
3.16 3.00 2.81 2.60
3.92
3.36
3.90
4.22 3.79 3.76
3.43 3.35 3.24
Logistical Performance Indicators of Europe, per country country.. Source: World Bank, 2017; United Nations, 2017.
4.20 3.99 3.73
4.19 3.73 3.43
3.63
3.33 3.07 2.51
2.61 2.38
3.41 2.99
3.34 3.18
2.76 2.57
4.07
3.42 2.74
The LPI overall score reflects perceptions of a country's logistics based on, among other things, efficiency of customs clearance process, quality of trade- and transport-r transport-related elated infrastructure and ease quality of logistics services.
Denmark and the UK lead in the Ease of Doing Business rankings Top 10 ranked rank ed European Europ ean countries* Rank 3
7
Bott om 10 ranked Europ Europea ean n countries*
Country
Rank
Country
Denmark
51
Croatia
United Kingdom
52
Belgium
8
Norway
53
Cyprus
10
Sweden
60
Turkey
Macedonia, FYR
63
11
Luxembourg
12
Estonia
65
Albania
13
Finland
67
Greece
16
Lithuania
76
Ukraine
Latvia
84
Malta
Germany
86
19 20
Ease of Doing Business Index, Europe, per country, 2018. Source: World Bank, 2018.
“A high ease of doing business ranking means the regulatory environment is more favorable for the starting and operation of a local firm. The rankings are determined by sorting the aggregate distance to frontier scores on 10 equal topics.”
Bosnia and Herzegovina *Only countries covered in the report are included in the ranking.
The Rise of Marketplaces
Viewed from a pan-European perspective we see that brands selling direct and marketplaces factor more highly in the consumer’s expectations and experience than do traditional retailers. While retailers remain highly significant in their own markets, we see that pan-European brands rival the in-country giants for impact and performance – – we we see this trend continuing. Ian Jindal Editor in Chief
A Global Overvie Overview w of the Top Top Marketplaces Marke tplaces Aliex Al iex pr es ess s eBay
Distribution of Marketplaces Marketplaces in Europe
Amazon Am azon Amazon and eBay are dominant in Europe when it comes to their website ranking. Alibaba Group is moving in from the Eastern countries however however.. Both Am Both Amaz azon on an and d Al Alib ibab aba a kn know ow th the e value of building a leading ecommerce retailer within a country, and increasing online retail via their platform first and foremost.
Top marketplace (from chosen three) in each country country.. Source: SimilarWeb, 2018.
Globally marketplaces own 56% of cross border ecommerce RETAILER CHOICE: LAST CROSS-BORDER ONLINE PURCHASE Cross-border ecommerce shopper survey, 2017
• Am Amazon azon is th the e mos mo s t
popular cross popular border webshop in Luxembourg (72%) and Austri Austri a (64%). • eBay leads leads in
Cyprus Cy prus (63%). • Al AliEx iEx pr ess w as
most popular in Russia (69%) and the Netherlands Netherlands (35%).
2.00% 1% 1%
8.00% Other Amazon
31%
8.00%
Alibaba/Aliexpress
eBay Wish
14.00%
Zalando
ASOS Apple
Source Statista; International Post Corporation, 2017. Retailer Choice: Most Recent Cross-border Cross-border ecommerce item. Source: International Post Cooperation, 2017
25.00%
Amazon to represent ½ the US ecommerce market by 2020 106.11
79.79
63.71 54.3 50.83 44.52
43.98
34.81
33.51
35.42
29.94 26.71
5.69 4.84
2006
10.23
8.1 6.74
2007
12.83
18.71
26.28
21.37 15.5
8.94
2008
11.68
2009
2010
2011 North North Americ America a
2012
2013
Intern Internati ationa onall
Annual Net Revenue Revenue of Amazon, by region, billions U.S. dollars 2006-2017. Source: Statista, Statista, 2018; Amazon, 2018; Ecommerce Foundation, Foundation, 2018.
2014
2015
2016
2017
More than 50% of all items are sold by Amazon Amazon sellers
40%
42%
43%
44%
45%
46%
47%
48%
49%
50%
49%
50%
51%
50%
51%
52%
26%
Q2 '07 '07 Q2 '13 '13 Q3 '14 '14 Q4 '14 '14 Q1 '15 '15 Q2 '15 '15 Q3 '15 '15 Q4 '15 '15 Q1 '16 '16 Q2 '16 '16 Q3 '16 '16 Q4 '16 '16 Q1 '17 '17 Q2 '17 '17 Q3 '17 '17 Q4 '17 '17 Q1 '18 '18 Percentage of Paid Units Sold by Third-party Sellers on Amazon Platform, Q2 2007 - Q1 2018. Source: Statista, 2018; Amazon, 2018.
Nearly 50% of Amazon’s Amazon’s sales is from outside the USA 17.15
11.91 11.37
11.15
16.95 7.36 6.1 7.91 8.34 11.92
8.26 9.03 11.82
10.8 9.55 14.15
2014
120.49
Unit United ed Stat States es
70.54
2015 Germ German any y
2016 Unit United ed King Kingdo dom m
that’s up from 29.6% of
UK online spend in 2016.
90.35 54.72
Amazon Am azon acc ou ount nted ed for f or 33.5% of all UK online spend in 2017 and
2017 Japa Japan n
Rest Rest of worl world d
Annual Net Sales of Amazon, billions ons U.S. dollars, selected leading markets, 2014-2017. Source: Statista, Statista, 2018, Amazon, 2018
Am azon s ol Amazon old d $11.37 in t he UK in 201 2017. 7. Am azon s ol Amazon old d $16.95 in Germany i n 2017 2017
Marketplaces on the rise: different strategies, strategies, same goal 3 Trend Trends s Alibaba Ali baba and Amazon are Banking On Digitization and onDigitization the-go thego g lobal finance Increases in global growth Continuing increase in internet penetration penetration
Source: CB Insights, 2018
Strategy Strate gy #1 #1:: Acqui sition
Strategy #2: Investment
Amazon has chosen to take advant adv antage age of glo global bal tre trends nds by buying up more comp co mpan anie ies s ove verr rece re cent nt years, yea rs, doi doing ng so wit with h muc much h more frequency than Alibaba (five times more in fact).
Alibaba on the other other hand has been busy investing in companies across the world, taking a minority stake in twice the number of companies Amazon has.
Globalisation Globalisa tion of its branded branded marketplace is the name of the game.
It aims include connecting c onnecting the world’s online markets through logistics and subsidiaries.
Amazon has a strong presence in Europe Amazon Am azon has op erat io n i n 5 Eur op ean c ou nt ri es, sel li ng across the entire region
Growth throug through h investment and partnerships In order to strengthen its presence in the regio n, in 20 201 11 it acquired a minority stake in CicekSepeti CicekSe peti (T (Turkey) urkey) and investments in two parcel companies (UK and France) in 2014.
United Kingdom
Germany
France
Spain
Netherlands
Since Oct 1998
Since October 1998
Since Aug 2000
Since Nov 2011
Since Nov 2014
Source: CB Insights, 2018
This was followed by partn ership s wi th DHL (201 (2017) 7) and Goodm an (2016) (2016) to enhance logistical infrastructure.
Wh at ar e s o me o f t h e mai n i n ter n al s tu tu mb mb lili ng ng b lo lo ck ck s w he hen b ec ec om om in in g an o mn mn ic ic ha han ne nel o rg rg an an iz izat io io n (mo ne ney, k no no wl wled ge ge, l eg eg ac ac y s ys ys te tems , l ac ac k o f vision from mana manageme gement, nt, etc. etc.)? )?
Silvio von Krüchten Co-Founde CoFounderr & CEO i-ways i-wa ys sales sales solutions GmbH
Silvio von Krüchten leads the company in its mission to provid provide e consu consulting, lting, technology, & marketing to brands, retailers & publishers aspri as pring ng fo forr di digit gital al le lead aders ership hip in th their eir industries. He and his team open & expand opportu opp ortuniti nities es for the their ir clie clients nts in rele relevan vantt digit di gital al ma marke rkets ts ac acros ross s Nor North th Am Ameri erica ca,, Europe Euro pe and Asia and prov provide ide unm unmatch atched ed locall mar loca market ket insi insights ghts and perf perfectl ectly y fitti fitting ng building buildin g blocks for digital success success.. Before founding i-ways, Silvio held several positions at eBay in Europe. He holds a Diploma in Econom Eco nomics ics from the Beu Beuth th Univ Univers ersity ity of Applied Sciences.
From From my exper experie ienc nce, e, a succ succes essf sful ul tran transf sfor orma mati tion onal al jour journe ney y in ever every y c om om pa pa ny ny s ta ta rt rt s a t t he he t op op . Top mana manage geme ment nt exec execut utiives ves need need to understand understand that becoming becoming a successful successful omni omnich chan anne nell orga organi niza zati tion on requ requir ires es fundam fundament ental al changes changes,, and in order order to achieve achieve that vision strategies strategies touching touching almost all aspects of the company need to be applied.
Companies need to accept that they need to completely completely rebuild rebuild their organizatio organizations ns and proces processes ses to have have the custom customer er always at the center of attention – they need need to shift f t toward towards s more more realreal-time time,, more more flexi flexible ble,, more more data data driven driven daily daily routines of all involved departments and empl employ oyee ees. s. In a nuts nutshe hell ll:: Digi Digita tall transformation starts with the people - it is crucia cruciall that that organi organizati zations o ns manage manage to explai explain n the goals goals and strategy strategy of the the transformati transformation on in an easy-to-unde easy-to-understa rstand nd way in order to get the buy-in of the retail shop shop person personnel nel and all other other invol involved ved employees.
Otherwise, the lack of understanding for the intention or typical behavior of today’s of today’s cross-channel savvy customers can’t be compen compensat sated ed and the cruci crucial al proces process s know-how know-how of providing providing a smooth cross channel experience can’t be established and renewed regularly. Retail chains need to under underst stan and d the the chal challe lenge nges s and and opportunities of decentral commerce, for example click & collect as well as ship from nearest retail location with same day delivery (if possible) in order to maximize the monetization of their existing assets and to create create compet competiti itive v e advant advantag age e against online pure-players. Last but not least least the lack of abili ability ty to collec collectt and anal analyz yze e cust custom omer er data data acro across ss all all channels in combination with the limited ability to identify customers at all touch points to generate personalized offers and experiences is a major obstacle on the way towards true omnichannel.
Interview Wha hatt ar are e som some e of thebigge thebiggest st mi mista stake kes s y ou ou s ee ee w he he n SMEs m ov ov e t o a f or or ei ei gn gn online marke market? t? I obse observ rved ed a widel idely y spre spread ad set set of prob proble lems, ms, star starti ting ng from from the the prod produc uctt offe offeri ring ng not not bein being g adapt adapted ed to loca locall consumer consumer needs and their their expectatio expectations ns suff suffic iciientl ently y. Also Also,, an insuf nsuffi fici cien entt know knowle ledg dge e of loca locall legi legisl slati ation o n and and regulations regulations are quite quite common. common. Practical cal aspe aspect cts s like like paym paymen entt meth method ods s and and shipping options happen to be common mistakes. mistakes. An insuffici insufficient ent knowledge knowledge of local local experti expertise, s e, e.g. e.g. regard regardin ing g USPs, USPs, pricing, pricing, language, language, timing timing of promotions, promotions, marketing campaigns, the usability of an online shop and trust in a domain name happen. In addit additio ion, n, custo custome mers rs expe expect ct loca locall support support dealing dealing with these issues and inquiries to increase customer satisfaction as well well as easy and cheap cheap (there (therefor fore e probably probably local) return options. options. When an SME wants wants to enter enter a forei foreign gn online online market, it could be wise to enter it through a ”standardized” gate gate like k e onli online ne marketplaces in order to learn about local specialties without sacrificing too much in marketing marketing dollars. dollars. Remember, Remember, results results need time, especially if you try something new, so patience is an essential. Also, a thorough thorough analysis analysis of results results to improve improve over time is recommended.
Ho w d o y o u s ee t h e r elat i o n s h ip betwe bet ween en physi physical cal and onli online ne ret retai ail? l?
Silvio von Krüchten Co-Founde CoFounderr & CEO i-ways i-wa ys sales sales solutions GmbH
Silvio von Krüchten leads the company in its mission to provid provide e consu consulting, lting, technology, & marketing to brands, retailers & publishers aspri as pring ng fo forr di digit gital al le lead aders ership hip in th their eir industries. He and his team open & expand opportu opp ortuniti nities es for the their ir clie clients nts in rele relevan vantt digit di gital al ma marke rkets ts ac acros ross s Nor North th Am Ameri erica ca,, Europe Euro pe and Asia and prov provide ide unm unmatch atched ed locall mar loca market ket insi insights ghts and perf perfectl ectly y fitti fitting ng building buildin g blocks for digital success success.. Before founding i-ways, Silvio held several positions at eBay in Europe. He holds a Diploma in Econom Eco nomics ics from the Beu Beuth th Univ Univers ersity ity of Applied Sciences.
From From a custo custome merr pers perspe pecti ctive v e reta retail il experience experience and digital tal touchpoints touchpoints need to be connected. If a consumer buys a product online he expects to be able to pick it up and return at a physical retail locati location. on. An expect expected ed servic service e would would include if a retail clerk is able to offer a specia speciall promot promotion ion that custo customer mers s can then redeem online since they expect a seamless seamless omnichanne omnichannell experience ence and do not understand “gaps”. “gaps”. If those gaps happ happen en,, like like pric price e discr discrepa epanc ncie ies s in diff differ erent ent chan channel nels, s , they they are are a huge huge reason for disappointment and churn. Brands and retailers also need to think forw forwar ard d into into distr distrib ibut uted ed comm commer erce ce expe experi rien ence ces, s, wher where e the the POS POS is the the customer customer regardless regardless where she or he is: onli online ne on soci social al medi media, a, on onli online ne marketplac marketplaces, es, on a publisher sher website, website, offline at a bus stop, the doctor’s the doctor’s office office or somewhere else.
What innov What innovat ative ive custo custome merr exp experi erienc ence e d o y o u b el el ie ieve w i l l p us us h f o rw rw ar ar d t h e customerr expe custome experiencemost riencemost online? Personally I think one of the biggest game changer changers s in 2018 will will be Distri Distribute buted d Commer Commerce ce in all aspect aspects s of the webshopping on blogs, online forums, display ads, picture galleries galleries and many further further formats formats will become become more and more natural.
Of cour course se only only,, if the alre alread ady y high high standards of online retail are met: smooth shopping experience on website, quick & reli reliabl able fulfilm f ilmen entt comb combin ined ed with with a memorable, memorable, easy name of the website like .shop. In order to differentiate, it will become essential to provide outstanding marketi marketing n g combi combined ned with with except exception ional al after-sales after-sales service to create create trustworth trustworthy y shopping g experi experience ences. s. “no“no-brainer” shoppin
Wh at at ar e y ou ou r t op op 3 t ip ip s f or or l oc oc al al iz izi ng ng to a new ma marke rkett most ef effici ficient ently? ly? I would would vote for a carefu carefully lly prepared prepared mark market et entr entry y, to get get fami famili liar a r with with legisl legislati ation, on, regul regulati ations ons and prefer preferre red d payment payment and shippi shipping ng methods methods.. This This might be best achieved with local support f ro rom e xp xp er er ie nc nc ed ed pa rt rt ne ne rs rs l ik e market marketpl place ace operat operators, ors, influ influenc encers ers or cooperation partner. Also, I would recommend adopting existing content to local needs and habits. While this sounds pretty pretty natural, natural, some retailers ers forget about small details details like provi providing d ing a free free supp suppor ortt numb number er,, a declaration of VAT or shipping methods and times. Local habits they should take into account include usability, design and tonality.
Interview My third recommendation is about “KISS” about “KISS” keep it simpl simple and and stup stupid id.. In our our – keep digi digiti tize zed d world orld,, simp simplle yet yet clea clear r mess messag ages es are are under underst stoo ood d best best and and rememb remembere ered: d: What do you offer offer,, why should customers buy in your shop and what what are your your terms terms and condit conditio ions? ns? Us in in g a g re re at at d om om ai ain n am am e lik e www.beauty.sh op op will he lp to communicat communicate e your message quickly quickly.. If you you add add an outs outsta tand ndiing and and self self explanatory logo and claim, a clear call to action, action, transparent transparent pricing and payment payment yo u a re re o n th e r oa oa d t o su cc cc es es s. s.
Which dem Which demogra ographic phic is grow growing ing fa faste stest st in the eco ecomm mmerc erce e ma marke rkett in Eur Europe ope? ? We would v ot ote “Millennials” and espe especi cial ally ly the the value value-se -seek eker ers s as a fund fundam amen enta tall grow growth th driv driver er in major major Euro Europe pean an marke markets ts such such as UK and and Germany. We already see them as the most important “new buyer” segment as they are primarily primarily mobile users, heavily heavily selective, selective, have seen a lot of shopping shopping experi experienc ences es and are theref therefore ore easily easily leaving a website or shop if it does not keep keep up with t h thei theirr expe expect ctat atiions. ons.
European Ecommerce Facts & Figures
Internet penetration in Europe is steadily increasing 83.11% Northern
94.84%
81.22% Western
79.67%
Central
77.63%
Southern Eastern 2015
2 01 6
20 17
2018(f)
Internet Penetration in Europe, 2015-2018(f). Internet penetration, per region 2018(f); Source: Ecommerce Foundation, 2018.
92.05%
82.27%
75.04%
71.65%
Sweden has the highest penetration, Ukraine the lowest BOTTOM 5 INTERNET INTERNET ACCESS
TOP 10 COUNTRIES Countries
In te ter ne net ac ac ce ces s* s*
On lili ne ne p op op ul ul at at io io n
Eu r o p e
83.11%
631.3m n
To p 10
96.72%
123.89m n
Sweden
99.7%
9.95mn
Switzerland
98.3%
8.40mn
98.0%
0.33mn
97.0%
5.58mn
97.0%
16.57mn
97.0%
0.57mn
96.0%
63.91mn
96.0%
5.14mn
94.7%
5.25mn
93.6%
8.19mn
Iceland
Denmark Netherlands Luxembourg United Kingdom Norway Finland Austria
Internet penetration as share of total population, 2018(f). Source: ITU, 2018; Eurostat, 2018, Ecommerce Foundation 2018.
Internet access*
Online population
68.42%
41.28m n
70.4%
4.95mn
69 6 9.6%
2.44mn
Croatia
69.3%
2.89mn
Albania
66.8%
1.96mn
Ukraine
66.0%
29.04mn
Countries B ott om 5
Bulgaria Bosnia Herzegovina
Internet use & online onlin e shopping differs strongly across the EU 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%
Percentage Percentage of individuals individuals who used internet in the last 12 months Internet Use and Online Shoppers, 2017. Source: Eurostat, 2018.
Percentage of Individuals Individuals who purchased purchased online in the last 12 months
Online shopping ranges from 82% to 13% 82% 82% 81%
80% 80%
78% 77%
76% 75% 71% 67% 60% 59%
58% 57%
56%
53% 53% 52% 47% 46% 46%
45% 44% 39% 38%
36% 36%
34%
32% 31%
29%
26% 20%
Share of online shoppers in the previous 12 months, 2017. Source: Eurostat, 2018.
Schwarz has the highest European turnover Co m p an y Na Nam e
Head q u ar t er L o c at i o n
European Turnover (2017, € billions)
97 Schwarz (Lidl) Germany Aldi Germany 59* 57 Carrefour France 56 Tesco UK 56 Edeka Germany Full version 54* Rewe Germanyavailable at 45 Amazon USA www.ecommercefoundation.org/reports 37* E.Leclerc France Les Mousquetaires France 37* 34* Auchan France 33 Metro Germany 33 Sainsbury UK 25 Asda (Walmart) (Walmart) UK 25 Migros Switzerland 24 Ahold Delhaize Delhaize Netherlands *Estimate Internet Retailer Ranking for Europe, 2017. Source: Veraart Research Group, 2018.
Leading online European retailers in 2017 Leading Onlin e Retailers* Retailers* : Europe Amazon Argos Bonprix Currys Debenhams Decathlon Deichmann Halfords Homebase House of Fraser Marks & Spencer New Look Next PC World Sainsbury’s Screwfix SportsDirect.com Superdrug Tesco Leading retailers. Source: Internet Retailing/IREU, 2017.
Elite retailers : Europe Apple Boots H&M IKEA Nike Zara Tesco
*You can find the newest full report, released in July 2018, here here..
Ho w w oul d y ou s ay c u s t o m er en g ag em en t i s c h an g i n g i n t h e Europe Eu ropean an ee-comm commer erce ce spa space ce? ? Both the need ne eds s of con consum sume ers, as we well ll as re reta taile iler r t ec ec h n i qu qu es es t o ad ap t an d m ee eet t h os os e needs.
Mark de Bruijn VP, Head of EMEA & MEE Marketing, SAP Hybris
Mark is a modern, data-driven data-driven marketer with a pa pass ssion ion fo forr dig digita ital, l, in inno novat vation ion an and d everything everythin g related to custome customerr experie experience. nce. For the past 8 yea years, rs, Mark has taken on vario va rious us ro roles les in ma marke rketin ting, g, bu busin siness ess intellig inte lligenc ence e and pre predict dictive ive ana analytic lytics. s. In addit ad dition ion,, he wa was s af affil filiat iated ed wit with h Ava Avans ns University Unive rsity as a lect lecturer urer.. Mark’s greatest pleasure is sharing his vision and knowledge with others, as he is a regular speaker at events across the world.
www.hybris.com
The custom customer er journe journey y is more more compl complex ex than than ever. ever. Quite simply, simply, it is no longer longer possib possible le to refer refer to a single single customer customer journey. journey. Consumers dash all over the place, place, onlin online e and offline, offline, and and expect expect a personalized approach from brands across the entire omnichannel journey.
The connected connected customer customer of today uses multiple multiple channels, and makes their own decisions as to when and how they contact a bran brand d to purch purchas ase e thei theirr good goods s or serv servic ices es.. The The days days of gene genera rali lize zed d custo custome merr prof profil iles es are are numb number ered ed.. As c us us to tom er er s s pe peak up , m ar ar k ke et er er s incr increa easin singly gly gain gain more more insig insight ht into into customer preferences. Customers expect a personali personalized zed customer customer journey journey,, in which they they have have contro controll over over when when and and how how interaction takes place.
To provide provide exceptional exceptional c ustomer ustomer service service and and indivi individua dualiz lized ed custome customerr journe journeys, ys, brands need to make effective use of data and and inte intell llig igen ence ce.. The The plet pleth hora ora of informati information on gathered gathered from various various tools needs needs to be conver converted ted from data data into actions, in which brands deliver marketing in the moment to each individual.
How do yo you u av avoid oid ge getti tting ng en enta tangl ngled ed in a web of ma marke rketing ting tool tools? s? Marketers have a whole range of tools to provid provide e optimu optimum m servic service e to custome customers. rs. Ironically Ironically,, however, however, those solutions can also lead to new problems, such as data silo silos s and and an incon inconsis siste tent nt custo customer mer experien experience. ce. The success success of data-driven data-driven market marketin ing g stand stands s or falls falls with with a clearly clearly structure structured d data landscape. landscape. Organizatio Organizations ns often have vast amounts of data at their disposal, but have yet to extract any useful insights from all that data.
New techno technolog logy y gives gives market marketers ers more more option options s than than ever ever to retain retain custome customers. rs. More isn’t always always bette better, r, though though – especially when it comes to tools.
Interview Brands Brands must acknowledge acknowledge that the right technology technology is not only instrumenta instrumentall but strategic in engaging their customers. The t re rend i s ab ou out m ov ov in ing a wa wa y f ro ro m discon disconnec nected ted,, legacy legacy solution solutions s toward toward building building a true partnership partnership with a vendor vendor that is able to manage the whole of the processes related to the customer journey, from marketing, to CRM, to e-commerce, down to customer service. This integrated approach becomes even more critical with regards regards to the data protection protection regulation regulation and the ability to have one single view of the customer across every touchpoint.
For for fore eign re reta taile ilers rs wa wanti nting ng to ex expa pand nd t o Eu ro ro pe pe, w ha hat ar e t he he m ai ai n b ar ar ri ri er er s? s? Ho w d o y ou ou c om om ba bat t he hes e, e, an d w h at at ar e your yo ur top 3 tip tips s for su succ cces ess? s? One of t he he most harshly f ou oug ht ht battl battleg egro roun unds ds is that that of prov provid idin ing g a seamless omnichannel experience to avoid losing customers to competitors who offer a better customer experience. In the digital age, consumers expect top-notch customer service, service, and the ability ability to buy what they want, want, anywhe anywhere, re, and anytim anytime, e, throug through h various channels, offline and online.
Mark de Bruijn VP, Head of EMEA & MEE Marketing, SAP Hybris
Mark is a modern, data-driven data-driven marketer with a pa pass ssion ion fo forr dig digita ital, l, in inno novat vation ion an and d everything everythin g related to custome customerr experie experience. nce. For the past 8 yea years, rs, Mark has taken on vario va rious us ro roles les in ma marke rketin ting, g, bu busin siness ess intellig inte lligenc ence e and pre predict dictive ive ana analytic lytics. s. In addit ad dition ion,, he wa was s af affil filiat iated ed wit with h Ava Avans ns University Unive rsity as a lect lecturer urer.. Mark’s greatest pleasure is sharing his vision and knowledge with others, as he is a regular speaker at events across the world.
www.hybris.com
The major majority ity of onlin online e resear research ch today today occu occurs rs on mobi mobile le,, and and on mobi mobile le,, consumers are often more task-loyal than brand-loyal – brand-loyal – they they want to solve their need quickly. quickly. W ith brick-and-mortar stores seeing fewer fewer and fewer purchase purchases s while while online online sales sales contin continue ue to enjoy enjoy meteo meteoric ric rises, rises, retailers retailers must face the music, and it’s a whol whole e new new danc dance e card card.. A seam seamle less ss omnichan omnichannel nel experienc experience e is essential essential as today’s demandin demanding g customers customers expect expect a personalized customer j ourney, ourney, regardless of where where they intera interact ct with with the brand. brand. Retailers can only meet those expectations by integrating all channels.
Social media is increasingly acknowledged as a review platform. Over 50 percent of consum consumers ers use use social social media media to submit submit complaints to companies, or post reviews and responses. Social media is a quick and eas y w ay ay to anno un unc e c us us to tom er er dissatisfaction to the rest of the world. Due to the increased use of social media, the time-hon time-honored ored principle principle of word-of-m word-of-mouth outh advertising has grown into an enormously influential factor in the world of retail. For retailers retailers,, it is importan importantt to find out what customers customers are sharing sharing on social social media about their brand, and to try and have a positive influence influence on it.
Only a handful have an effective road map in place for the digita digitall age. age. These These next next twelve months, organizations will focus on increasing profits, building customer trust, and and prov provid idin ing g exce excell llen entt cust custo omer mer experiences. However, they usually lack an effe effect ctiv ive e road road map map to achi achiev eve e these these objectives. In order to retain and improve customer loyalty, it is essential that these objective objectives s remain remain top priority priority.. A plan for making that happen is the basis for effective action. Technology offers a supporting tool to execute this plan.
Regarding Regard ing mac machine hine lea learning rning – How ca can n i n v es t i n g i n an d u t i l i zi ng m ac h i ne l ear n i n g p o s i t i v el y i m p ac t f o r ei gn retailers reta ilers exp expandin anding g to Euro Europe? pe? In the the past past,, Cust Custom omer er Rela Relati tion onsh ship ip Manag Manageme ement nt (CRM) (CRM) heavi heavily ly relied relied on people to collect and analyze data. Today, we are seeing a paradigm paradigm shift in sales from being reactive to proactive, and from instinct-driven instinct-driven to data-driven. data-driven. AI can quickly analyze and accurately predict which customers are more likely to make a purchase, and how you can best engage with them.
Interview With machine learning, your advanced cloud CRM solution can learn over time to forecast and score score deals deals with greate greaterr accuracy accuracy,, making it easier for sales teams to reach their their numb numbers ers and and help help the the compan company y increase revenue revenue goals. Ultimately, Ultimately, A I can assist with the entire customer journey, from prospecting to a sale, to service after the sale.
Ho w d o y o u s ee m ar k et i n g s h i f t f r o m m ac ac ro ro t o a m ic ic ro ro v ie iew po po in in t i n Eu ro ro pe pe? H av av e E ur ur o pe pe an an r et et ai ai l er er s d o ne ne e no no u gh gh i n t hi hi s r eg eg ar ar d, d, a nd nd w ha hat s tr tr at at eg eg ie ies d o y ou ou s ee ee b ei ei n g i mp mp l em em en en t ed ed t o a ch ch i ev ev e t h is is i n t h e n e ar ar t o m ed ed i um um f u tu tu r e? e? Cust Custom omer er Exp Experie erien nce is the the new new battleground for competition. This is where a bran brand d can can real really ly make make a diff differ eren ence ce.. However However,, many many compan companies ies still still operate operate within the traditional organizational structure of the business, business, where where each departmen departmentt looks at the singular experience they deliver using their own resources. As a first step to deliver ’micro’-person -personaliz alized ed experien experience ce though, though, compani companies es must must break break the data silos caused by disconnected systems and create a unified customer profile across the organization. To make the best use of this custome customerr informa information tion,, machine machine learning learning algorit algorithms hms can help marketer marketers s surface surface hidden hidden purchas purchasing ing intents intents and identify identify pattern patterns s in each customer’s journey journey to deliver deliver targeted targeted,, consisten consistentt and relevan relevantt exp experie erien nces ces at ever every y touc touch hpoin oint.
B2C Ecommerce expected to rise to €602 billion in 2018 € 602 € 534 € 480 € 423 € 361 € 307
2013
Full version available at www.ecommercefoundation.org/reports
2014
Ecommerce Sales, Europe 2013-2018(f). Source: Ecommerce Foundation, 2018.
2015
2016
2017
2018(f)
Ecommerce growth predicted to charge ahead in 2018 18.54%
18%
13.54% 12.4%
13.22%
Full version available at www.ecommercefoundation.org/reports
2014
2015
Growth of ecommerce Sales 2014-2018(f), Europe. Source: Ecommerce Foundation, 2018.
2016
2017
2018(f)
Western Europe is the largest market for ecommerce Southern 11.96% Western Europe continues to dominate the market, with big hitters including the United Kingdom, Germany, France, Italy and Spain. The advanced infrastructure, as well as high internet use and consumer comfort with ordering online make for healthy e-commerce markets that continue to grow and flourish.
Percentage of European B2C turnover, per region, Europe, 2017. Source: Ecommerce Foundation, 2018.
Eastern 6.37% Central 5.15% Northern 8.3% Western 68.22%
U.K. still forecasted to have the largest ecommerce market Norway Turkey 11.7 Sweden 12.5 16.2 Italy 23.1
As seen in previous years, eNetherlands commerce turnover in the 24.9 United Kingdom is significantly higher than in all other European countries. France and Spain 28.0 Germany are neck-in-neck for Full version available at second place, however www.ecommercefoundation.org/reports Russia surprisingly Russia is also 31.7 experiencing high B2C online turnover. Germany 93.0
European ecommerce B2C turnover for top 10 countries countries,, billions of euros, 2018(f). Source: Ecommerce Foundation, 2018.
United Kingdom 177.7
France 93.2
The U.K. has the highest E-GDP 7.88%
Total Ecommerc e Turn Turn over / GDP = Ecomm erce Share of GD GDP P (E-GDP)
7.01%
5.70%
4.50%
5.01% 4.69% 4.22% 3.86%
3.78%
3.49% Full version available at 3.10%3.48% 3.25% www.ecommercefoundation.org/reports
3.42%
3.43% 3.05%
3.33%
3.11% 2.93%
2.13%
United Kingdom
Ukraine
Finland
France
Denmark
2017 2017 Ecommerce Sales as percentage of GDP, top 10 countries, 2017-2018(f). Source: Ecommerce Foundation, 2018.
Netherlands
2018 2018(f (f))
Sweden
Norway
Turkey
Germany
Southern European ecommerce ecommerce is on the rise 19.4% 17.7%
12.2% 10.5%
13.4% 11.8% 10%
14.5%
11%
7.6%
Western
Northern
Central 2017 2017
Ecommerce Sales growth, per region, 2017-2018(f). Source: Ecommerce Foundation, 2018.
2018 2018(f (f))
Eastern
Southern
Romania experienced highest ecommerce growth rate (2017) 37%
31%
23%
22% 22% 17% 17% 17%
16% 15%
14% 14%
13% 13%
12% 12% 11%
11% 11% 11% 11% 11% 10%10% 10% 10%
10% 10% 9% 10% 9% 9% 9% 9% 8% 8% 7% 4%
Ecommerce Sales growth rate, per region, 2017. S ource: Ecommerce Foundation, 2018.
Renaud Re naud Ma Marlière rlière Chieff Marketing Chie Marketing & Sa Sales les Officer Officer
Renaud Marlière started his career in 1994 as account manager manager for a French fulfillment fulfillment company com pany.. This first exp experie erience nce was the starting point of his career in the direct mail and small parcel business in leading global logistics and postal companies. companies. In 2003, he joined Group La Poste and took on new responsibilities as Head of Sales and Distribution for La Poste Global Mail. Since the foundation of Asendia in 2012, he is the Chieff Mark Chie Marketin eting g and Sales Officer Officer of the Group.
www.asendia.com
Wh at ar e t h e mai n c h al len g es f o r c r o s s -b o r d er ec o mmer c e at the moment?
Wh i c h ar e t h e s u c c es s f ac t o r s f o r r et ai l er s w h en d el i v er i n g internationally?
Consumer habits and identity represent a majo majorr chal challlenge enge for for cros crosss-bo bord rder er ecommerce. These vary from country to country country and it’s crucial crucial for retailers retailers to remember remember that a little little local knowledge knowledge goes a long way and can help to create competi competitive t ive advant advantage age.. Securi Security ty and fraud risks also vary depending on where you are in the world and cyber criminals are quick to take advantage advantage where the r eq eq ui uis itit e lo ca ca l k no no wl wle dg dg e and understanding is not there. Regulation is also also a chal challe leng nge, e, part partic icul ularl arly y with with uncertainty over Brexit and the changes being being introd introduce uced d to the way way custom customer er data is handled handled by the GDPR. Finally, Finally, logistics logistics remains the key challenge for cross-border cross-border ecommerce. ecommerce.
Repe Repeat ated ed cons consum umer er stud studiies have have revealed how important it is to customers to be able able to trac track k and and trac trace e thei their r delive deliverie ries. s. This This become becomes s especi especially a lly crucial where goods are crossing borders to travel travel intern internati ational onally ly.. Accord According ing to Ofcom’s Communication Ofcom’s Communication Market Report, a major majorit ity y of shop shopper pers s pref prefer er to have have notification notifications s and/or and/or tracking ng in place for ecomme ecommerce rce delive deliverie ries. s. 63% expect expect to have email confirmation at each stage of delivery delivery.. This gives track and trace for inte intern rnati ational o nal deliv deliver erie ies s part partic icul ular ar importance and makes it crucial to find a provider provider with with email notification notifications s and full tracking built in for every order.
There are big differences in local logistics infra infrastru structu cture, re, delive delivery ry choic choices es and and methods, methods, as well as warehousin warehousing, g, and these differences can be problematic for busi busine ness sses es keen keen to expa expand nd acro across ss borders without the right knowledge and support in place to ensure that customer experience of a brand isn’t brand isn’t affected. affected.
For many e-retai e-retaile lers, rs, return returns s are an afterthought afterthought and others hope that they simply won’t have have to deal deal with with them. them. Howe Howeve verr, arou around nd 30% 30% of good goods s are are returned online and this can create real customer service issues if the process is too long long or there there are are prob proble lems ms with with receipt of returned items. Working Working with with an internati international onal delivery provider provider with an efficient efficient internati international onal returns process is essential because 92% of consumers will buy something again if returns are easy.
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So, when it comes to returns, the right provider could be crucial to building your global global consumer base.
Wh i c h ar e t h e s u c c es s fac t o r s f o r r et ai l er s w h en d el i ver i n g internationally? Probabl Probably the most most obvio obvious us and oftenoftenrepeated mistake is expansion that is too fast. SMEs see an opportunity and want to act quickly – quickly – while this speed is often import important, ant, moving n g unprepa unprepared red into into a foreign foreign market can affect affect key areas of trust with consumers, from product quality to delivery times. times. It’s It’s important for SMEs to be awar aware e of the the chal challlenge enges s of scalabili scalability ty,, from expanding expanding technology technology networks networks to coping coping with more complex logistics and customer service. Research into the local market will also be essential, parti particul cularl arly y when when it comes comes to “details” such as delivery delivery choices and payment payment preferences – preferences – for example, the preferred payment payment method of online online shoppers shoppers in Germany and Switzerland is invoice. This kind of local knowledge could be crucial to getting expansion into the market right.
Macedonia & Portugal have most cross-border e-purchases 85%85% 79%
64% 63% 53%
50% 44% 40%40% 39%
37% 36%36%36%
35% 33%
30% 29%
28% 27%27%
26% 25%25% 20%
18%
15%15% 11%11% 7% 6%
Percentage of cross-border purchases, Europe, 2017. Source: Eurostat, 2018.
3% 2%
Slovenia has highest cross-border e-purchase growth rate 6% 5%
5%
5%
5%
3%
3%
3% 2%
2%
2%
2% 1%
Cross-border online purchase growth in the previous 12 month, Europe, 2016-2017. Source: Eurostat, 2018.
1%
1%
1%
1%
1%
1%
1%
Some countries experienced no growth or decreased growth rates in crossborder purchasing. For example, Greece, Austria, Belgium, Hungary, Romania and Turkey showed no growth. Bulgaria, Slovakia, Norway and Denmark showed a decreased growth rate.
38% of all online shoppers ordered abroad in 2017 50% 47% 44%
Ordered goods/services over internet from national sellers
49% Ordered goods/services over internet from sellers from other EU countries
19% 15%
Ordered goods/services over internet from sellers from the rest of the world (non-EU)
16% 8%
13%
8%
9%
11%
4%
4%
4%
6%
2014
2015
2016
2017
Online shoppers buying cross-border in the previous 12 months, Europe, 2014-2017. Source: Eurostat, 2018.
Ordered goods/services over internet from sellers with unknown country of origin
Cross-border online online shopping still has its challenges
17% 11%
9% 3% Speed of delivery Wrong or damaged Problems with fraud longer than goods/services indicated delivers
Problems with cross-border shopping, Europe. Source: Eurostat, 2018.
5%
4% Complaints and redress were difficult or no satisfactory response after complaint
Technical Technical Failure Failure
3%
Difficul Difficulties ties finding finding Foreign retailer did information not sell in my concerning country guarantees, or other legal rights
Case Study Ex pa pan di di ng ng E-c om ommer ce ce across across the Border Border
Pl at atf o orr ms ms
The new era of digital commerce raises important important questions ons for global global brands. brands. Over the past decade, customers customers have beco become me more more know knowlledge edgeab ablle and and demandi demanding. ng. Custom Customer er journe journeys ys have have become increasingly dynamic and varied. It’s all It’s all about the experience, and this will only only become become more more pronou pronounce nced d as we furt further her move move towa toward rd an inte integr grat ated ed omnichannel future. To serve tomorrow’s serve tomorrow’s cons consum umer ers, s, you you will will need need to craf craftt seamle seamless, ss, high-q high-qual uality ity journe journeys. ys. But doing so won’t so won’t be be easy. You will have to commun communica icate te consis consisten tently tly across across all touch points and across all regions. How can you speak with a single, unified voice, whil while e also also tailo tailori ring ng your your produ product ct or platfo platform rm to meet each local local market’s preferences?
Three Three Key Key Chall Challen enge ges s in CrossCross-borde border r E-commerce E-commerce Management Management Even Even in today’s always-onlin always-online e world, world, digital experiences are often fragmented. Many global players operate a tangled tangled we b of d ig itit al al c ha ha nn nn el els , us in in g disconnected tools for specific brands or even specific specific countries. countries. This makes it very difficult to roll out unified commerce experience experiences s in the first place, much less manage them effectively. effectively. Remember: one size rarely fits all; each company company is diffe differen rentt and requi requires res a unique approach. However, if you aim to improve your global e-commerce delivery, the following three key topics should be your primary starting points.
Managing your commerce delivery with a single single,, global global platform platform will will make make it far easier e r to keep track of licen licensin sing g fees, fees, d ev ev el elo pm pm en en t c os os ts ts a nd nd a ge ge nc ncy expenditure expenditures, s, both on the internati international onal and the local level. Still Still,, improve improved d cost cost manage managemen mentt is a secondary benefit – one of many such benefi benefits ts that that a central centrallyly-man manage aged d ecommerce commerce platform platform provides. provides. First First and foremost, a global platform will allow you to esta establ blis ish h a sing singlle view view of your your customers and engage them with unified, persona personali lized zed conten content. t. Such Such a syste system m allows allows for shared shared conten contentt strate strategi gies, es, focused focused invest investmen ments ts in securi security ty and performance, performance, and the ability ty to roll out vital information quickly and consistently across all touch points and locations.
Cl i en t Cas e: Over h au l i n g Electronics Electronics Web Web Shop 1. Es ta tab l is is h a Cen tr tr al al l y -Man ag ag ed Global Global E-comme E-commerce rce Delive Delivery ry Platform Platform Do you know how much your company spen spends ds on its its onli online ne envi enviro ronme nment nts, s, plat platfor forms ms and and acti activi viti ties es each each year year? ? Fragmented Fragmented e-commerce e-commerce management management solutions often lead to hidden costs.
an
A global electronics and high-tech compon component ents s manufa manufactu cturer rer wanted wanted to increase its business value by improving its digital t al sales sales and online online custome customer r e xp xp er er ie nc nc e w it h a n ew ew g lo ba ba l e commer commerce ce platfo platform. rm. The old old system system offe offere red d limi limite ted d func functi tion onal alit itie ies s and and alig alignme nment nt to the the company’s online
business needs. Not surprisingly, several subsidiari subsidiaries es started started to build build or acquire acquire other other tools tools that that better better catere catered d to their their local market needs, needs, thereby thereby bypassing bypassing global guidelines. The electronics company was therefore in need need of an adap adapta tabl ble e e-com e-comme merc rce e solution that would meet the demands of all subsid subsidia iarie ries s for superi superior or custom customer er experience at a local level, enabling an in cr cr ea ea se se in o nl nlin e s al ale s, s, wh ilile stan standa dard rdiizing zing to a comm common on core core architecture. Moreover, the to-be-chosen solution solution had to be integrated integrated within the existing ERP and backend systems. In this specific case, the consulting team chose for an SAP Hybris 6.0 solution. The objecti objective v e of the new platfo platform rm was to replace replace the existing existing Hybris solution on and enabl enable e subsi subsidia diarie ries s to receive receive a fullfullfeat featur ured ed onli online ne shop shop capa capabl ble e of supporting supporting e-commerce in any country country,, catering to local preferences.
Case Study 2. Whitehite-La Labe bell Your User User Expe Experie rienc nce e Design Design for Unive Universa rsall Benef Benefit it In order to project a strong global brand image mage,, your your comp compan any y will will need need to maintain its presence in many countries. But while each locale must abide by its own budget, it is vital to your organization to ensure consistency in quality and how consumers perceive your brand. Without a centrally-managed e-commerce system, these objectives will frequently be at odds with one another. Limited local budgets mean less opportunities to meet qual qualit ity y stand standar ards ds,, whic which h puts puts more more pressu pressure re on brand brand percep perceptio tion. n. At the same time, each country is essentially essentially forced to invest separately in comparable technologi technologies es and features. features. This This means less mature brands and operating units will be unable to benefit from investments made elsewhere. A global d igital e-c ommerce platform will allo allow w you you to whit white-l e-lab abel el custo custome mer r experiences, making it possible to share and reuse resources, resources, components components and templates templates across across multiple multiple countries countries and (sub-)brands. You’ll (sub-)brands. You’ll be be able to roll out new camp campai aign gns, s, prod produc ucts ts and and digi digita tall experiences ences far faster than ever before. before.
Sinc Since e you you alre already ady have have acce access ss to a library library of generic generic features, features, deployment deployment speed speed is limited limited to the time it takes takes to style each campaign.
By prov providi iding ng train trainin ing g to local local projec projectt manage managers rs and and opera operatio tions ns teams teams,, the the subsidiaries were properly educated and informed.
Cl i en t Cas e: St a r t i n g Expanding Expanding Globally Globally
Moreover, even though they had to give up some of their their indepen independen dence, ce, the local local offices offices could cater cater the solution solution to their their local needs. The result was that fears of too strict control from HQ were taken away and local creativit creativity y still still found found a way to commit to local consumer preferences.
L o c al l y,
Rememb Remember er,, the electr electroni onics cs compan company y referred to wanted to enable subsidiaries to recei receive ve a fullfull-feat feature ured d online online shop shop capable of supporting e-commerce in any coun countr try y. By start startin ing g a pilo pilott with with its its Australian subsidiary, subsidiary, closely followed by the the Germa German n and Fren French ch offi office ces, s, the the compan y cou ld try out the new architecture without harming the existing operations operations of the entire organization organization as well as those of its subsidiari subsidiaries. es. What were the decisive elements that made a success of this approach? Havi Having ng at least east one one empl employ oyee ee per per subsidiary involved in the development of the new e-commerce platform ensured that the subsidiaries would not slack, as thes these e proj projec ectt mana manage gers rs insta nstall lled ed commitment and knowledge on the spot.
Due to the success of the newly developed web shop, the project has been rolled out, one by one, to an additional 10 markets across APAC, Europe and North America. The company receives support from three Accenture delivery hubs in those regions. Deployme Deployment nt is also underway underway in other other subsidiaries across the Middle East, Asia and Europe.
3. B alan c e L o c al Own er s h ip Strong Global Global Governance Governance
w i th
In a multin multinati ation onal al organi organizat zation ion with with a wealth of brands and touch points, it goes without saying that each country’s each country’s branch branch should be able to react to opportunities in the local market. At the same time, risks to the the over overal alll bran brand d image mage must must be minimized wherever possible. Disconnected solutions give each country a large large degre degree e of indep indepen ende dence nce and latitude, because they get to decide what happens on ‘their’ ‘their’ platform. While this is often a source of pride at the local level, this this funda fundamen mental tally ly siloed siloed appro approach ach invaria invariably bly increase increases s your exposure exposure to security vulnerabilities and performance issues. These, in turn, increase the risk of damage damage to your brand. Establi Establishin shing g an appropri appropriate ate degree degree of cont contro roll at the the glob global al level evel whil while e acknowledging the need for flexibility and ownership at the local level requires welldesigned designed governance processes. This can only go smoothly if clear agreements are made regarding what local branches can do. Also, Also, you you must must appoi appoint nt a platf platform orm owner at the global level who can balance local local needs needs with with global global goals goals and judge these considerations fairly and effectively. effectively.
Case Study Cl i en t Cas e: B alan c in g Flexibility Flexibility and Governance Governance
b et w een
Setting Setting up a new architecture architecture requires more than just pressing the button. How can you you maint maintai ain n the the veloc velocit ity y of the the deli delive very ry and and ensu ensure re high high-q -qua uali lity ty implementat implementation, ion, while while over 200 people people are working on the same project- with all teams work on one code and five or six subsidiari subsidiaries es are working working towards towards their roll-out? Overall, Overall, the delivery delivery of the e-commerce e-commerce solution into the target markets involved both technical and organizational aspects. The technical technical delivery delivery support support included included UI/UX design for the e-commerce shop journeys, systems development and inte integr grati ation, o n, tech techni nica call archi architectu t ecture re,, application maintenance and support.
From an organizational point of view, the electronics company was reinforced with PMO, change management, organization design, and data analytics, while DevOps tool toolin ing g has has been been used used for for coun countr try y integration.
By monitoring monitoring the results and tweaking tweaking your platform accordingly, accordingly, you’ll be you’ll be able to refine and optimize your approach. Once that’s done, that’s done, you’ll you’ll be be able to roll it out to new brands and new c ountries, eventually bringing your entire company into the fold.
New organi organizat zation ional al framew framework orks s and and assessment assessment tools have been developed to support the company better understand how to operate their e-commerce through continuous improvements with the aid of clearly defined KPI. The manufacturer did not only build a new web shop, it also learned about setting up and monitoring e-comm e-commerc erce e delive delivery ry,, depend dependenc encie ies, s, governance governance structures structures and processes processes governance.
The result results s for the global global electro electroni nics cs c om om pa pa ny ny h av av e be en en we llll- ab ab ov ov e expectations. Markets have been able to quickly launch new products and manage camp campai aign gns s conf confid iden entl tly y. And And with with skyrocketing online sales and a new B2B reven revenue ue chan channe nell with with a multi-s t i-sto tore re feature, feature, where where the company’s the company’s corporate cust custom omer ers s are are offe offere red d empl employ oyee ee purchase programs through the platform, the approach has proved to be a success.
What’s more, What’s more, the company has increased its its matur maturit ity y level level agai against nst indu industr stry y benchmarks. In a couple of years, when the project is finalized, this cross-border e-commerce platform will be implemented in about 130 countries across the globe.
Experime Experiment, nt, Evaluate Evaluate and Expand Expand Global e-commerce platform mana manage geme ment nt requ requiires res a care carefu full lly y considered, considered, unified unified approach. approach. Existing Existing systems systems will will need to be redesigned redesigned or replaced in such a way as to create a future-proof future-proof e-commerce e-commerce platform. platform. But that doesn’t mean you’ll be stuck stuck with with massive costs or high risks. After all, you don’t have have to forc force e thes these e chang changes es everywhere all at once. Instead, concentrate on a single brand or territo territory ry.. Start Start by drafti drafting ng a sensib sensible, le, scalable a ble desig design n for your your e-comm e-commerc erce e platform, then test it in a limited capac ity. ity.
Globa Globall lly-m y-man anag aged, ed, highhigh-qu qual alit ity y ecommerce delivery platforms will be your guid guides es into into the the worl world d of tomo tomorr rrow ow.. Trans Transfor form m your your organi organizat zatio ion, n, govern govern globally globally and customize customize locally locally.. Reduce Reduce cost costs, s, save save time time and and lever leverag age e your your reso resour urce ces. s. Adva Advanc nce e your your cust custom omer er journey and boost your business value. Be prepared to deliver deliver the e-commerce e-commerce experi experienc ence e your your consum consumers ers expect expect in today’s disruptive today’s disruptive world.
B l oc oc k c h ai n h as mo ve ved f ro ro m a n i ch ch e t ec h t opi c to a m ai n s t r eam p h en o men o n i n t er ms ms o f p u b l i c i t y. Wh en l o o k i n g at i t s u t i l i za zat i o n w i t h rega re gards rds to pr prov oven enan ance ce,, ho how w im impa pactf ctful ul w ilil l t hi hi s b e i n t he he ec om om me mer ce ce s pa pac e? e? Do yo u b el el ie ieve i t c an an r ai ai se se c on on su su me mer trust, tru st, and the there refor fore e po possi ssibly bly inc incre rea ase cross-borde crossborderr trade trade? ?
Mehmet Olmez Managing Director Accen Ac centu tu re In ter act ive
Mehmet Olmez is a Managi Managing ng Director for Accenture Interactive,, Interactive leading leadin g the Commerce, Content and Marketing platforms practices,, includi practices including ng the Amsterda Amsterdam-base m-based d Commerce Center for Europe specializing in lead le ading ing e-c e-com omme merce rce and ex exper perie ienc nce e management platforms. With over 18 years of experie experience, nce, his career include incl udes s end end-to-e -to-end nd real realizat ization ion of dig digita itall transformations with specialization in Digital Commerce Comm erce at glo global bal clients. clients. He has deep interest in new trends impacting the CMO agenda agend a and is an active blogger on these topics on Accenture Insights.
www.accentureinteractive.com www.accenturein teractive.com
The blockchain blockchain revolut revolution ion is poised poised to disrupt e-commerce, decentralizing control and c ut utti ng ng o ut ut the mi dd ddl em eme n. n. Fort Fortun unat atel ely y, this this sea sea chan change ge in ecomme commerc rce e will will also also offe offerr incr incredi edibl bly y opportunities, opportunities, making the exploration exploration of blockchain technology both necessary and excitin exciting. g. But it poses poses threats threats as well, well, especially to those companies that fail to add add valu value e for for thei theirr cust custom omer ers. s. In a blockc blockcha hain in world world,, all all compan companie ies s that that provide intermediary services will need to assess their level of added value to their customers’ interac interaction tions. s. If you want to remain relevant for the consumers of the future, there’s no bette betterr time time to start start exploring exploring the possibilities of blockchain blockchain technol technology ogy and e-comme e-commerce rce than than the prese present nt.. There There are are many many use use cases cases applicable for blockchain in the context of cross-border e-commerce. Building on the c on on ce ce pt pt s of c on ons um um er er t ru rus t a nd nd decentralization decentralization of power, power, the following can be relevan relevantt for cross-b cross-borde orderr trade: trade:
Payme ayments nts using using crypt cryptoo-cur curre rency ncy::
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Elim Elimin inat atin ing g the the need need for for bank banks s for for interna internation tional al transfe transfers, rs, and eliminat eliminating ing wait waitin ing g time times s befo before re the the fund funds s are are transferred from the buyer to the merchant given given the 24-hours 24-hours always always on nature of blockchain will increase cross-border trade when this becomes more common use.
Ensuri Ensuring ng trace traceab ability ility of products products and and combina natio tion n with with produ product ct goods: In combi warr warran antie ties, s, trac tracea eabil bility ity will will help help the the consume consumerr gain trust. Especially Especially in the context context of fraudule fraudulent nt or fake produc products, ts, blockchain technologies can help warrant the authentic authenticity ity of the products products sold by showing full traceability from production till selling and shipping the products from the manufacturer.
Gen er er at at in in g l eg eg itit i ma mat e r ev ev ie iew s o f ability to p ro ro du du ct ct s o r m er er ch ch an an ts ts : The ability generate generate legitimate legitimate reviews of products products and and serv servic ices es has has a lot lot of pote potent ntia ial. l. Nowadays, we can only assume that the reviews reviews we find find online online are genuin genuine. e. As positive reviews might just be generated by sell seller ers s look lookin ing g to incr increa ease se thei their r turnov turnover er,, while while negativ negative e reviews reviews could could easily be written by competitors trying to thin out the playing playing field. field. Fortun Fortunatel ately y, blockchain blockchain technology can help to verify reviews. Blockchain solutions exist that compen compensa sate te both both revie review w write writers rs and and moderators, moderators, incentivizing incentivizing legitimacy and claiming a win-win situation for all parties involved.
Wh at at i nn nn ov ovat iv iv e u se ses o f AI h av ave y ou ou see se en in ecom comme merc rce, e, and wh wher ere e do yo you u see se e it be beingusedin ingusedin th the e fut future ure? ? Accenture Interactive’s Fjord identif identified ied seve seven n tren trends ds that that will will impa impact ct your your business business this year. year. One of these these trends trends are conce concerni rning n g that that we are becomi becoming ng Slaves Slaves to the algorith algorithm, m, as in the new marketin marketing g environme environment, nt, algorith algorithms ms are taking on the role of gatekeeper between consumers and brands. Over the last few year years, s, more more and and more more cons consum umer er touchpoints have been created. Ranging from stores to websites and from chatbots to voice assistants, consumers use these (and many more!) contact points any time of day and at all all possib possible le locat locatio ions. ns. Moreover Moreover,, they expect a consiste consistent nt and personalized personalized experience, and preferably one in which which all information information is updated updated instantl instantly y throughou throughoutt all communica communication tion channe channels. ls. Both Both the divers diversity ity of these these touchpoints touchpoints and the amount of data that is generated necessitate the use of artificial intelligence intelligence (AI).
Mehmet Olmez Managing Director Accen Ac centu tu re In ter act ive
Mehmet Olmez is a Managi Managing ng Director for Accenture Interactive,, Interactive leading leadin g the Commerce, Content and Marketing platforms practices,, includi practices including ng the Amsterda Amsterdam-base m-based d Commerce Center for Europe specializing in lead le ading ing e-c e-com omme merce rce and ex exper perie ienc nce e management platforms. With over 18 years of experie experience, nce, his career include incl udes s end end-to-e -to-end nd real realizat ization ion of dig digita itall transformations with specialization in Digital Commerce Comm erce at glo global bal clients. clients. He has deep interest in new trends impacting the CMO agenda agend a and is an active blogger on these topics on Accenture Insights.
www.accentureinteractive.com www.accenturein teractive.com
Manually Manually,, it will will simply simply be impossib impossible le to keep up. First, machine learning, which is an important part of artificial intelligence, enables enables the analysis analysis of large large amounts amounts of custome customerr data. data. Instead Instead of painsta painstaking kingly ly workin working g your your way through through massive data sets, sets, CMOs CMOs can now establish establish pattern patterns s much more easily. Patterns that, more often than not, would have previously remained hidden. Netflix for example can predict what their viewers would like, before they know themselves, and provide very targeted and relevant recommendations. Unsurprisingly, this leads to higher customer satisfaction satisfaction and, consequently consequently,, more sales. Ebay’s ShopBot, Ebay’s ShopBot, for example, offers curated deals, based on the information provided during GIF-enhanced quizzes. Starbuck’s Starbuck’s chatbot, which can be found in the company’s the company’s app, app, makes it easy to place an order, whether you prefer using voice commands or text messaging. The chatbot will tell you when your order will be ready and what the total costs are. A similar service is offered by Pizza Hut, which has launched a Facebook Messenger and Twitter app taking taking user’s orders and tracking tracking delivery. delivery. Customers Customers can also reorder their favorite pizzas, ask questions, questions, and see current deals. Another use-case is where artificial intelli intelligen gence ce helps helps custome customers rs to guide guide to what they are looking for in a much more natural way. Go Find, for example, invites
its users to take a picture, based on which it returns returns similar results, results, including price ranges ranges and (online (online)) stores. stores. Amazon’s Echo Look uses a camera, combined combined with artific artificial ial intellig intelligenc ence, e, to become become your personal assistant that recommends which looks suit you best. All these examples are centered around helping the customer in their journey with relevant services, solving their real issues using automated intelligence.
Th e r is is e o f c on on ne nec te ted d ev ev ic ic es es i s ev er er growin gro wing, g, ev eve en wit with h the sim simple plest st de devi vice ce b ei ei ng ng o nl nl in in ee-en ab ab le led . Wh er er e d o y ou ou s ee t he he i nt nt er er ne net o f t hi hi ng ng s (Io T) T) mo s t i mp mp ac ac titi ng ng t he he c us us to to me mer ex pe per ie ien ce ce when shoppin shopping/bu g/buying ying online online? ? With With the the everever-in incr creas easin ing g numbe numberr of connecte connected d devices devices that that custome customers rs can own and interact with, the possibilities to shop digitally has also increased. It It isn’t just restricted to interactions with a graphica graphicall user user interf interface ace on a laptop laptop or mobile phone. Users can also buy online by talk talking ing to their their voice voice-co -comma mmand nded ed assistant. Buying online can at some point even take place without any actual human interaction, interaction, where our connected connected coffee machine communicates the need for new espresso espresso cups and places places an order order on your behalf, which is shipped by a drone in your garden. Or, going to an offline store while sitting on your couch is something we are going to experience very soon.
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To serve tomorrow’s serve tomorrow’s customers, customers, you must be customer-obsessed and make sure that all your touchpoints are connected, as all your customer’s devi device ces s migh mightt be conn connec ecte ted d as well well,, resu result ltin ing g in an experience that is consistent in all those touchpoints. What this means is that customers will buy in each each of thes these e so-c so-cal alle led d ’micro’micromoments’, no matter where where they they are or what what impulses impulses they they get. Intera Interactio ctions ns in these these micro micro-mo -mome ment nts s give give us many many o pp pp or ort un uni titi es es t o e ng ng ag ag e w itit h o ur ur customers. But the big challenge here is that that every every micro-mo micro-momen mentt needs needs to be relevant. While it gives you the opportunity to connect with your customers, it could also result in losing them if the interaction interaction does not meet their expectations. So, how can you manage manage this without without being too intrus intrusive ive into the private private lives of your custom customers? ers? For that that you must find find the right balance between making sure that experie experience nces s are intimat intimate, e, while while being being invisible at the same time, and with being intelligent and embedded in the customers’ the customers’ lives. All this sounds paradoxical, but but it’s important to find the right balance between t he he se se e le le me me nt nt s. s. T hi hi s r eq eq ui ui re re s a completely new approach and mindset for marketers.
Most spent between €100 – €500 over the last 3 months 3% 1000+ euros
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4%
7% 14%
55-7 55-74 4 year years s Money spent by online shoppers in the previous 3 months, EU-28, 2017. Source: Eurostat, 2018.
25-5 25-54 4 year years s
16-2 16-24 4 year years s
Clothes & Sports and Travel Travel remain most purchased online Medicine
8% 7%
Travel and Holiday Accomodation
29% 22% 21%
Tickets and events 14% 13%
Electronic Equipment Media & Computer software
28%
Household Goods
24%
Food/Groceries
12%
31%
26%
14%
Clothes, sports goods
34% 2017
Online shoppers per product/service category, EU-28, 2017. Source: Eurostat, 2018.
31%
2016
36%
25-54 year-olds purchase most frequently online 63%
67% 68%
71%
71% 67% 68% 69% 56% 53% 55% 55%
16-24 years
25-54 years 2014
Purchased online in the last 12 months, EU-28, 2014-2017. Source: Eurostat, 2018.
2015
2016
55-74 years 2017
Students & the highly educated shop online more regularly 77%
61%
66%
46%
2014 Unem Unempl ploy oyed ed Online shoppers in the previous 12 months, EU-28, 2014-2017. Source: Eurostat, 2018.
82%
78%
80%
66%
67%
70%
68%
69%
71%
50 50%
50%
52%
2015
2016
2017
Acti Ac tive ve Labo Laborr Forc Force e
Stud Studen ents ts
High High Form Formal al Educ Educat atio ion n
Ho w d o y o u s ee ee t he he Om ni ni ch ch an an ne nel ex p er i en c e w o rk i n g w i th ecomm ec ommer erce ce right now?
Pieter Van den Pieter den Broe Broecke cke Managing Ma naging Dire Director, ctor, Benelux & Germany
Pieter Pie ter ho holds lds th this is pos positi ition on at Ma Manh nhatt attan an Associates since since 2008. Coming from a supply chain cha in and logistics logistics bac backgro kground und he like no other understands the challen challenges ges retailers face fa ce in today’s dunamic dunamic omn omnicha ichanne nnell landscape, where consumers are in the driver seat and runn running ing your sup supply ply cha chain. in. The They y want a personalized experience, you need a profitable business. Before joining Manhattan Associates, Associates, he held various positions at i2 Technol Technologies, ogies, a supply chain management management software supplier, now JDA. Pieter Van den Broecke was one of the first employees of the European branch of i2 Technologies and he fulfilled the positions of Senior director Retail EMEA, Director Solution Consulting and Director Product Management. Management. www.manh.com
The rise of online shoppin shopping, g, click click & collect and the world of social media has transformed the buying experience. experience. Customers have access to information, expertise and validation at every step of the journey online but today they want an in-store and offline experie experience nce that complem complements ents and meets the the sam same stan tandards of excellence excellence they have already typically experienced online. Whether it’s an instore associate tracking down stock in another store and organizing delivery to the customer’s home, home, allowing allowing a customer customer to return online purchases witho without ut compl complic icati ation on in-st in-store ore,, or ringing the call center to change an exis existi ting ng orde orderr in-f in-fli ligh ght, t, today’s consumers expect service excellence at every stage of the purchase cycle incl includ uding ing in the store and and on the the phone.
The problem problem is, many many retailer retailers s still perceive the customer journey to be one that is linear. This is not the case. Customers often flit between in-store and and onlin online, e, with with socia sociall feedb feedbac ack, k, phon phone e inte intera ract ctio ion n and and emai emaill for for commun communica ication tion.. They do not always always buy buy where where they they brows browse, e, they they may may retur return n elsew elsewhe here re than than where where they they bought and if they change their mind they’ll expect the call center to step in or the store associate to figure it out.
Do y ou ou s ee ee s oc oc ia ial m ed ed ia ia p la lat fo fo rm rm s as a k ey p i l l ar i n t h e ec o m m er c e c o n s u m er ex p er i en c e? In w ha hat w ay s c an t h i s b e l ev er ag ed b y ecommerce ecomme rce organiza organizations? tions? Given today’s digital digitally ly savvy retail retail customer is online and sharing content across across social social media media platform platforms, s, they can make fantastic, ready-made brand ambassadors – bu but only if the experience is good enough.
Interview
These These digit digitall ally y activ active e consum consumers ers expect real time access to ecommerce sites at any time with a great customer expe experi rien ence ce.. They They also also expe expect ct to communic communicate ate with retail retail via social, social, sha sharing ing not only the their joyo oyous experiences but also their woes and strife. Social listening has become a vital tool for retail to ensure they jump on service issues rapidly and rectify them, them, converti converting ng a poor poor experie experience nce into into a good good one, one, quic quickly kly.. And it’s usually usually made made public public.. Enablin Enabling g retail retail emplo employe yees es with with the tools tools to catch catch these hiccoughs on the fly is a key part part of custom customer er engag engagem emen entt and finessing the customer experience.
Interview
Ho w c an r et ai l er s ad ap ap t t o t h es es e i n c r eas ed p er s o n al i zat i o n of shopping expe experienc riences? es?
Gen er er at at io io n Z: Ho w d o y ou ou s ee ee t hi hi s n ew ew c oh oh or or t i mp mp ac ac titi ng ng t he he Di g itit al al Tre rends nds and the ret retai ailer lers s worldwide worldwide? ?
Pieter Van den Pieter den Broe Broecke cke Managing Ma naging Dire Director, ctor, Benelux & Germany
Pieter Pie ter ho holds lds th this is pos positi ition on at Ma Manh nhatt attan an Associates since since 2008. Coming from a supply chain cha in and logistics logistics bac backgro kground und he like no other understands the challen challenges ges retailers face fa ce in today’s dunamic dunamic omn omnicha ichanne nnell landscape, where consumers are in the driver seat and runn running ing your sup supply ply cha chain. in. The They y want a personalized experience, you need a profitable business. Before joining Manhattan Associates, Associates, he held various positions at i2 Technol Technologies, ogies, a supply chain management management software supplier, now JDA. Pieter Van den Broecke was one of the first employees of the European branch of i2 Technologies and he fulfilled the positions of Senior director Retail EMEA, Director Solution Consulting and Director Product Management. Management. www.manh.com
New technologies will enable retailers to comb combin ine e thes these e unst unstru ruct ctur ured ed custo custome merr conve conversa rsatio tion n data, data, like like Twitter, Facebook and Instagram, with actual actual structur structured ed order order informat information ion allowin allowing g store store associ associates ates and call center center represe representat ntatives ives to improve improve service. Retailers have long struggled with with multi ultipl ple e appl applic icat atio ions ns and and disparate data points lacking a single, comprehensive view of the customer. Retailers are expected to harness new technol technologi ogies es to improve improve custom customer er enga engage gem ment ent whic which, h, alon alongs gsid ide e enterpri enterprise se order order managem management, ent, will provide provide actiona actionable ble insight insight into the omnichannel shopping experience for perso persona naliz lizati ation on and and optim optimiza izatio tion n across the buyer journey.
Gen Z now makes up approximately 9% of the the curr curren entt EU popu popula lati tion on (Eur (Euros osta tat, t, 2017 2017)) and and they they are are demanding demanding a slick retail experience. experience. And this digital digital expectation expectation of of Gen Z is not not just just abou aboutt thei theirr jour journe ney y as a cust custom omer er,, they they expe expect ct it as an emplo employe yee e too. too. If retai retailer lers s want want to attract the right talent, they also need to embrace a digital way of working.
Gen Z’s Gen Z’s digital digital skills are a major asset and and they they don’t want want to beco become me frustrate frustrated d when they can’t access customer customer or product information information at the touch of a button.
This single device generation generation will look askance when shown one system to check inventory, inventory, a separate iPad for recommendation recommendations, s, plus another fixed Electron Electronic ic Point Point of Sale (EPOS) for proce processi ssing ng sale sales s transa transacti ction ons. s. If retailers are to engage Gen Z in 2018 and beyond, creating a digital native work work envi enviro ronm nmen entt will will be key key to attra ttrac ctin ting thi this generati ration on as employees as well as consumers.
Western Europe Europe
Ecommerce in The Netherlands Ecommerce Sales 2013 – 2017 (Euros, billions) Quick Quic k introduction: • Population: • Currency: • VAT: • GDP per capita: LPI Ranking: • • E-gove E-g overn rnme ment nt Dev Dev.. In Inde dex: x: • Incl In clus usiv ive e In Inte tern rnet et In Inde dex: x:
17 million Euro 21% €40,573 4 7 14
22.50
24.90
19.5 12.88
13.84
16
Full version available at www.ecommercefoundation.org/reports
Ecommerce facts & figur es: • Internet penetration: • % of e-Shoppers: X-border shoppers: • • E-GDP: • Growth 2016-2017:
96% 84% 36% 3.5% 13%
Ecommerce Environment: Ecommerce is becoming an increasingly important revenue factor for the Dutc Dutch h pos postal tal com company pany, PostN PostNL. L. Reve Revenue nue derived from ecommerce logistics now accounts for 42% of the company’s total turnover. Last year (2017), this share was 34%, which reveals an increase of 8%.*
2013
2015
Payment Method Preference/Use
2016
2017
2018(f)
Delivery Method Preference/Use
iDEAL
95%
To your home in daytime
36%
Credit Card
50%
In your mailbox by the mail carrier
25%
PayPal or similar
31%
To your home in the evening
22%
Collect it yourself from a partner outlet or service point
10%
Tikkie Thuiswinkel nkel 2018 / Ecommerce Foundation Foundation 2018 / *Ecommerce News, News, 2018.
2014
22%
Wh at ar e th e 3 mai n t i p s y o u g i v e t o f o r ei g n c o mp an ies c o mi n g t o t h e Net he her la lan ds ds ? Sp ec ec ifif ic ic al al ly ly s ma mal ll- to mid-size midsized d compani companies? es?
Eric Klein Hesse Hesseling ling International Tax Tax Partner, Netherlands
i) For your first impression check with the Netherlands Foreign Investment Agency (NFIA) in in your region (www.nfia.com) or (www.investinholland.com). (www.investinholland.com). (ii) No doubt that from a tax and business point of view the Netherl Netherland ands s is a good good choice choice for service service and distributi distribution on businesses businesses and especially ally for e-commerce e-commerce businesses businesses.. L et et y ou ou r c ho ho ic e t o in ve ves t in t he he Netherland Netherlands s predominan predominantly tly depend on your business point of view: tax follows the business business (and not the other other way around around). ). (iii) (iii) Hire Hire high high quali quality ty servic service e firms (audit, accounting, accounting, tax, legal) with
Do y o u f ee eel Sw is is s c o n s u m er t r u s t i n online onli ne re reta taile ilers rs is de declin clining? ing?
Franck Fra nck Pa Paucod ucod Partner, Head of Aud it Partner, Switzerland www.mazars.com
more the trust in the brand, brand, in the It’s more products which are sold by the retailer, as the link between the retailer and the clients may be sensitive for data privacy. Overall, focusing focusing on e-commerce, e-commerce, particularly particularly for luxury products, the key issue in terms of tru trust are: are: are are the the prod produc ucts ts real real,, or counterfeit? On the other hand, for brands, one of the issues with e-commerce, e-commerce, particularly particularly for luxury brands, is the ‘grey market’. market’ . I mean that that they they sell products products to one specific specific countr country y at a specifi specific c price, price, and finally finally these products products are sold through a ‘grey
experience in international business and with with good good langu languag age e skil skills ls for your your guidance.
Are ther e pen alti es for co mpan ies who do not com comply ply wi with th ta tax x re requi quire reme ments nts in t he he Net he her la lan ds ds ? If s o , w ha hat ar e t he hey an d h ow ow m uc uc h d o t he hey i mp mp ac ac t f or or ei ei gn gn companies? Penalties can be imposed up to 100% (in case of fraud) of the additional imposed taxes. taxes. More More in genera generall the penalt penalties ies amount 25% or a fixed amount in case of e.g. filing too late. late. They impact foreign companies equally compared to domestic companies. It is in general advised to hire professiona professionall financial financial service service providers providers and and in such such case case it shou shoulld not not be market’, a parallel distribution channel, to othe otherr regi region ons s of the the worl world. d. This This is something that luxury brands do not like, but but we see it more and more more with with ecommerce.
Do y o u t h i n k t h er e ar e ec o n o m i c al bene be nefit fits s fro from m onl online ine re reta taile ilers rs be becom coming ing and/or and/ or rema remaining ining ethica ethical? l? The first first obje objecti ctive ve of a busin busines ess s is to survive and make profit. This means that one one of the the conc concer erns ns is to mana manage ge a reputation to make sure they will survive and and contin continue ue to sell sell and and make make prof profit. it. Things they don’t they don’t like like in their reputation: to be in the the media media for a big big scand scandal al in connecti connection on with blood blood diamon diamonds, ds, etc.
Interview necessary to experience serious penalties (other than regular administrative fines for late filing, etc.).
Wh at ef fec t do c u r r en t t ax system syst ems/ s/sche scheme mes s ha have ve on eco ecomm mmerc erce e in the Net ethe herla rlands nds? ? (i (i..e. eq equa uali liza zati tion on t ax ax o n t ur ur no no ve ver o f d ig ig itit al al c om om pa pan ie ie s, s, taxin ta xing g unt unta axe xed d or ins insuff uffic icie ientl ntly y ta taxe xed d i n c o me fro m al l i n t er n et -b as ed business activ activitie ities) s) Provided well-structures there is no need for uncertain uncertain tax positions, positions, equalization zation t ax axe s a nd nd d ou ou bl ble t ax axa titio n. n. Th e Netherlands follow international taxation rule rules s with with resp respec ectt to taxa taxati tion on of ecommercebusinesses. More and more, companies are acting to protect their reputation.
Ho w d o c o m p an i es es m an ag e et h i ca cal issues issu es to pro prote tect ct the their ir pri priva vacy cy,, se secu curity rity,, trustt & inte trus intelle llectua ctuall prop proper erty? ty? T o m an ana ge ge t he he et hi hi ca ca l is su su e a nd nd reputation raised, they first need to have a stron strong g framew framewor ork k of proc procedu edure res s and internal controls. It begins with codes of conduct and strong rules, developed for each each area area.. Mana Manage gemen mentt come comes s from from having the right process in place, the right communication communication and the right training for your employees, employees, particularly particularly for those in ecommerce.
Ecommerce in Belgium Ecommerce Sales 2013 – 20 2017 17 (E (Euro uro s, billi ons ) Quick introduction: • • • • • • •
Population: Currency: VAT: GDP per capita: LPI Ranking: E-gove E-g overnm rnmen entt De Dev v. Ind Index ex:: Incl In clus usiv ive e In Inte tern rnet et In Inde dex: x:
11.5 million Euro 21% 37,312 €37,312 € 6 19 16
Ecommerce facts facts & fi gures: • • • • • •
Internet penetration: % of e-Shoppers: X-border shoppers: E-GDP: Growth 2016-2017: % us usin ing g So Soci cial al Med edia ia::
88% 60% 40% 2.74% 15.6% 65% 65 %
Ecommerce Environment: In February February 2008 2008,, eBay introduc introduced ed a sys system tem to allo allow w use users rs in Belgium to register using an electronic identity card instead of a credit card. Using this government-issued electronic identity card, known know n as eID, pro provide vides s grea greater ter proof of ide identity ntity and security in exchange of electronic data.* BeCommerce, 2018 / Ecommerce Foundation 2018 / *Export.gov
10.52 8.24 5.40
11.84
9.10
6.14
Full version available at www.ecommercefoundation.org/reports
2013
2014
2015
Payment Method Preference/Use
2016
2017
2018(f)
Delivery Method Preference/Use
Debit/Credit Card
55%
Home delivery during the day
55%
PayPal or similar
20%
Delivered to my mailbox by mail carrier
42%
Direct payment through bank
17%
Home delivery during the evening
27%
Invoice in arrears
4%
Collect it myself from a distribution point
25%
Ecommerce in The United Kingdom Ecommerce Sales 2013 – 2017 (Euros, billions) Quick introduction: • • • • • • •
177.70
Population: Currency: VAT: GDP per capita: LPI Ranking: E-gove E-g overnm rnmen entt De Dev v. Ind Index ex:: Inclu Inclusi sive ve In Inte tern rnet et In Inde dex: x:
66.1 million Pound (GNP) (GNP) 20% €33,918 8 1 7
134
145
156.71
107 84
Full version available at www.ecommercefoundation.org/reports
Ecommerce facts facts & fi gures: Internet penetration: • • % of e-Shoppers: • X-border shoppers: • E-GDP: • Growth 2016-2017:
95% 81% 36% 7.9% 8.26%
Ecommerce Environment: Nuggets is deve Nuggets develop loping ing an e-co e-comme mmerce rce paym payments ents and iden identity tity platform that stores users’ personal and payment data securely on the Ethereum blockchain technology. Nuggets, a distributed ledger technology startup focused on payment and identity systems, has been be en en endo dors rsed ed by th the e Un Unit ited ed Kingdom’s Departm Department ent for International Trade, the Mayor of London and the City of London and invited on two major trade visits to China.* Ecommerce Foundation, on, 2018 / *Nasdaq, 2018
2013
2014
2015
Payment Method Preference/Use
2016
2017
2018(f)
Delivery Method Preference/Use
Online payment (e.g. PayPal, Amazon Payments)
71%
Home delivery during the day
72%
Direct Debit
68%
Delivered to my mailbox/multi-occupancy mailbox by carrier
42%
Credit card
50%
Home delivery during the evening
27%
Prepaid ca cards/vouchers
17%
Collect it myself from a distribution point
25%
Ecommerce in Luxembourg Ecommerce Sales 2013 – 2017 (Euros, millions) Quick introduction: • Population: • Currency: • VAT: GDP per capita: • • LPI Ranking: • E-gove E-g overnm rnmen entt De Dev v. Ind Index ex::
590 thousand Euro 17% 83,794 €83,794 € 2 25
531
460
600
660
796
730
Full version available at www.ecommercefoundation.org/reports
Ecommerce facts facts & fi gures: • Internet penetration: • % of e-Shoppers: X-border shoppers: • • E-GDP: • Growth 2016-2017:
97% 80.67% 79% 1.55% 10.61%
Ecommerce Environment: • In 2017, Amazon Amazon Prime expanded to Luxembourg.* • Of the three leading e-retailers dominating dominating most recent crossborder e-commerce purchases, a survey from IPC of 31 markets revealed that Amazon is the top pick in Luxembourg (72%).** • 35% of Luxembourg online purchases took 2-3 days to arrive.***
2013
2014
2015
Payment Method Preference/Use Mobiles
51%
Credit Cards
37%
E-wallets
10%
Bank Transfer eCOM.lu,, 2018 / Ecommerce Foundation, 2018 / *MultiChannelMerchant, eCOM.lu Merchant, 2018; **Post & Parcel, 2018 / ***International onal Post Corporation, Corporation, 2018.
1%
2016
2017
2018(f)
Country of Most Recent Purchase***
2017
Germ any
72%
France
12%
Belgium
4%
Ecommerce in France Ecommerce Sales 2013 – 2017 (Euros, billions) 93.2
Quick introduction: • • • • • • •
Population: Currency: VAT: GDP per capita: LPI Ranking: E-gove E-g overnm rnmen entt De Dev v. Ind Index ex:: Inclu Inclusi sive ve In Inte tern rnet et In Inde dex: x:
65 million Euro 20% 33,351 €33,351 € 16 10 6
81.7 49.5
55
62.9
71.5
Full version available at www.ecommercefoundation.org/reports
Ecommerce facts facts & fi gures: Internet penetration: • • % of e-Shoppers: • X-border shoppers: • E-GDP: • Growth 2016-2017:
88% 67% 28% 3.78% 14.3%
Ecommerce Environment: A growing number of consume consumers rs expect free shippin shipping; g; Langua Language ge matters mat ters,, as mos mostt con consume sumers rs exp expect ect a loca localiz lized ed serv service, ice, ther therefor efore e translating websites into French is best; Clothing and footwear lead the way,, as appa way apparel rel dominates dominates product product sale sales, s, whil while e trave travell is the mai main n service that its consumers buy online – – however, however, France is also seeing rapid growth in areas that were previously less popular, like online grocery.* Fevad, 2018 / Ecommerce Foundation, Foundation, 2018 / Fevad, 2017 / Statista, Statista, 2018.
2013
2014
2015
Payment Method Preference/Use
2016
2017
2018(f)
Delivery Method Preference/Use
Credit Card
62%
Home Home or work workpl plac ace e del deliivery very
85% 85%
Online Payment (e.g. PayPal, Amazon Payments)
58%
Shipping to a pick-up & go location
85%
Direct Debit
22%
Delivery in-store (click & collect)
36%
Prepaid ca cards/vouchers
15%
Deliv ery in deposit
11%
Ecommerce in Germany Ecommerce Sales 2013 – 20 2017 17 (E (Euro uro s, billi ons ) Quick introduction: • • • • • • •
Population: Currency: VAT: GDP per capita: LPI Ranking: E-gove E-g overnm rnmen entt De Dev v. Ind Index ex:: Incl In clus usiv ive e In Inte tern rnet et In Inde dex: x:
82.1 million Euro 19% ,256 €35,256 €35 1 15 12
54.9
61.7
69.7
77.9
85.60
93.00
Full version available at www.ecommercefoundation.org/reports
Ecommerce facts facts & fi gures: • • • • • •
Internet penetration: % of e-Shoppers: X-border shoppers: E-GDP: Growth 2016-2017: % us usin ing g So Soci cial al Med edia ia::
91% 77% 25% 3.11% 9.50% 41% 41 %
Ecommerce Environment: German con German consume sumers rs valu value e fam familia iliarity rity,, and are muc much h more likely to purchase from a recognized webshop rather than an international shop. To get around this, foreign retailers should ensure they have a .de domain if possible to instill a bit more trust and familiarity. familiarity. Additionally, Additionally, accordi according ng to German law, consumers have a right to return their online purchases within 14 days with no explanation, explanation, which is something to consider when expanding to Germany.* Händlerbund, 2018 / Ecommerce Foundation, Foundation, 2018 / * Webinterpret Webinterpret,, 2017
2013
2014
2015
2016
2017
Payment Method Preference/Use
Delivery Method Preference/Use
Paypal or similar
DHL
Advance Payment
HERMES
Credit Card
DPD
Purchase on account
GLS
2018(f)
Ecommerce in Ireland Ecommerce Sales 2013 – 20 2017 17 (E (Euro uro s, billi ons ) Quick introduction: • • • • • • •
Population: Currency: VAT: GDP per capita: LPI Ranking: E-gove E-g overnm rnmen entt De Dev v. Ind Index ex:: Incl In clus usiv ive e In Inte tern rnet et In Inde dex: x:
4.8 million Euro 23% ,695 €64,695 €64 18 26 21
5.9
6
6.76
7.16
5
4.6
Full version available at www.ecommercefoundation.org/reports
Ecommerce facts facts & fi gures: • • • • • •
Internet penetration: % of e-Shoppers: X-border shoppers: E-GDP: Growth 2016-2017: % us usin ing g So Soci cial al Med edia ia::
82% 53% 39% 2.31% 10.83% 59% 59 %
Ecommerce Environment: The top five cou countri ntries es curr currentl ently y impo importan rtantt to Irel Ireland and are the United Kingdom,, the United States, Germany, Kingdom Germany, France and the Netherla Netherlands. nds. This is probably due in large part to the fact that webshops in these countries (particularly the UK, Ireland and the Netherlands) are also in English. Additionally, 73% of Irish consumers are wary of having their persona pers onall info informat rmation ion hack hacked, ed, maki making ng it mor more e imp importan ortantt to dis display play transparent privacy/security policies.* Retail Excellence, 2018 / Ecommerce Foundation, 2018 / *Retail Excellence, 2018; eShopWorld, 2018.
2013
2014
2015
Payment Method Preference/Use
2016
2017
2018(f)
Delivery method preference/use
Debit or Credit Card
79%
Deliv ery at hom e
79 %
Mobiles
11%
Deliv ery at work
20 %
E-wallets
6%
Deliv er ery to a parcel shop
17 %
Bank Transfer
2%
Delivery to a post office / post station
12%
Northern Europe
Ecommerce in Denmark Ecommerce Sales 2013 – 20 2017 17 (E (Euro uro s, billi ons) Quick introduction: • • • • • • •
Population: Currency: VAT: GDP per capita: LPI Ranking: E-gove E-g overnm rnmen entt De Dev v. Ind Index ex:: Inclusi Inclu sive ve In Inte tern rnet et In Inde dex: x:
5.7 million Danish Krone (DKK) 25% ,669 €46,669 €46 17 9 4
10.54
8.5 4.8
5.4
9.17
6
Full version available at www.ecommercefoundation.org/reports
Ecommerce facts facts & fi gures: • • • • • •
Internet penetration: % of e-Shoppers: X-border shoppers: E-GDP: Growth 2016-2017: % us usin ing g So Soci cial al Med edia ia::
97% 80% 37% 3.86% 7.84% 67% 67 %
Ecommerce Environment: Danish consumers value their convenience when it comes to why they shop online. Two-fifths of consumers state the ability to shop whenever, wherever is the reason they cho choose ose online over phy physica sicall reta retailil stor stores es for their last purchase. Furthermore, in comparison to other Nordic nations, Danes value a fast delivery experience experience with 2 days being a mental threshold for consumers. This is combined with a high desire for free returns. Logistical expectations are high, so you need to be ready as an e-tailer moving into the country.* Ecommerce Foundation, on, 2018 / *PostNord, 2018.
2013
2014
2015
Payment Method Preference/Use
2016
2017
2018(f)
E-commerce spending per e-shopper
Debit or Credit Card
74%
2015
€1376
Mobiles
16%
2016
€1871
PayPal or similar
4%
2017
€2060
Direct payment through bank
2%
2018(f)
€2322
Ecommerce in Finland Ecommerce Sales 2013 – 20 2017 17 (E (Euro uro s, billi ons ) Quick introduction: • • • • • • •
Population: Currency: VAT: GDP per capita: LPI Ranking: E-gove E-g overnm rnmen entt De Dev v. Ind Index ex:: Incl In clus usiv ive e In Inte tern rnet et In Inde dex: x:
5.5 million Euro 24% 35,705 €35,705 € 15 5 N/A N/ A
8.5 6.59
5.77
9.23
10.11
7.22
Full version available at www.ecommercefoundation.org/reports
Ecommerce facts facts & fi gures: • • • • • •
Internet penetration: % of e-Shoppers: X-border shoppers: E-GDP: Growth 2016-2017: % us usin ing g So Soci cial al Med edia ia::
94% 71% 44% 4.69% 8.53% 51% 51 %
Ecommerce Environment: When looking to the reason Finns shop online, the main reason stated is the selection available. This applies particularly to 18-29 year olds. In Finland, webshops webshops tend to cover the cost of returns, and Finns are used to this when it comes to their ecommerce experience. Furthermore, when it comes to deliveries, Finns like to allocate a delivery time that suits them.* Kauppa.FI, 2018 / Ecommerce Foundation, 2018 / *PostNord, 2018.
2013
2014
2015
Payment Method Preference/Use
2016
2017
2018(f)
E-commerce spending per e-shopper
PayPal or similar
61%
2015
€2052
Invoice
52%
2016
€2452
Credit Card
46%
2017
€2502
Direct Debit
46%
2018(f)
€2713
Ecommerce in Latvia Ecommerce Sales 2013 – 20 2017 17 (E (Euros uros , millio ns) Quick introduction: • • • • • • •
Population: Currency: VAT: GDP per capita: LPI Ranking: E-gove E-g overnm rnmen entt De Dev v. Ind Index ex:: Incl In clus usiv ive e In Inte tern rnet et In Inde dex: x:
1.9 million Euro 21% ,692 €12,692 €12 29 23 N/A N/ A
149.6
176.6
203.6
231
285
257
Full version available at www.ecommercefoundation.org/reports
Ecommerce facts facts & fi gures: • • • • • •
Internet penetration: % of e-Shoppers: X-border shoppers: E-GDP: Growth 2016-2017: % us usin ing g So Soci cial al Med edia ia::
82% 40% 20% 1.3% 11.26% 53% 53 %
Ecommerce Environment: From a gene general ral perspectiv perspective, e, Latv Latvian ians s are less like likely ly to sho shop p onli online ne compared to the EU-28 (55% vs. 68%).* Those that do shop online do so mainly because of the better prices, the 24/7 nature of ecommerce and the eas ease e of pric price e comp comparis arison on onl online ine.. Howe However ver,, ther there e are some barriers that still hamper the ecommerce process. Long delivery times, lack of product information and not finding the product at all represent the top 3 issues Latvian consumers face.** Ecommerce Foundation, on, 2018 / *Eurostat, 2018; **Gemius, 2018
2013
2014
2015
Payment Method Preference/Use
2016
2017
2018(f)
Delivery Method Preference/Use
Debit/Credit Card
43%
Delivered to a post office / post station
71%
Mobiles
39%
Delivered to home
57%
E-wallets
14%
Deliv ered at home
17%
Deliv er ered to to a p ar arcel s ho hop
15%
Bank Transfer
1%
Ecommerce in Lithuania Ecommerce Sales 2013 – 20 2017 17 (E (Euros uros , millio ns) Quick introduction: • • • • • • •
Population: Currency: VAT: GDP per capita: LPI Ranking: E-gove E-g overnm rnmen entt De Dev v. Ind Index ex:: Incl In clus usiv ive e In Inte tern rnet et In Inde dex: x:
2.8 million Euro 21% €11 €1 1,688 43 45 N/A N/ A
287.6
331.6
375.6
421
509
461
Full version available at www.ecommercefoundation.org/reports
Ecommerce facts facts & fi gures: • • • • • •
Internet penetration: % of e-Shoppers: X-border shoppers: E-GDP: Growth 2016-2017: % us usin ing g So Soci cial al Med edia ia::
82% 46% 30% 1.13% 11.26% 41% 41 %
Ecommerce Environment: The top countries Lithuania Lithuania imports from are Russia, Germany, Poland, Latvia and the Netherlands (in consecutive order). Additionally 90% of the purchases consumers consumers make online are on a comput computer, er, and only 4% are on a smartphone.*
Ecommerce Foundation, on, 2018 / *Eurostat, eshopworld,, 2018
2013
2014
2015
Payment Method Preference/Use
2016
2017
2018(f)
Delivery Method Preference/Use
Mobile
51%
At home
73%
Credit Cards
37%
To a pos postt offi office ce/p /pos ostt stat statiion
50% 50%
E-wallets
1%
To a parcel locker station
38%
Bank Transfer
1%
At work
21%
Ecommerce in Estonia Ecommerce Sales 2013 – 20 2017 17 (E (Euros uros , millio ns) Quick introduction: • • • • • • •
Population: Currency: VAT: GDP per capita: LPI Ranking: E-gove E-g overnm rnmen entt De Dev v. Ind Index ex:: Incl In clus usiv ive e In Inte tern rnet et In Inde dex: x:
1.3 million Euro 20% ,398 €14,398 €14 22 18 N/A N/ A
204 159 101
230
175
119 119
Full version available at www.ecommercefoundation.org/reports
Ecommerce facts facts & fi gures: • • • • • •
Internet penetration: % of e-Shoppers: X-border shoppers: E-GDP: Growth 2016-2017: % us usin ing g So Soci cial al Med edia ia::
89% 58% 36% 1.08% 16.57% 50% 50 %
Ecommerce Environment: When looking at the economic environment for ecommerce, there are many potential upsides for companies thinking to move here. The local workforce is highly educated and flexi flexible. ble. When look looking ing at logi logistical stical infrastructure infrastructure however, however, there could be improvements in comparison to nearby countries such as Hungary and the Czech Republic.* Looking at the Digital Economy and Society Index, Estonia performs close to the EU-28 average when it comes to online transactions with regards to shopping. ng. In fact, when look looking ing at the weighted score of ecom ecommerce merce turnover, turnover, Estonia performs better than the EU-28.** Ecommerce Foundation, 2018 / *OECD, 2017; **Digital Agenda Data (EU), 2018.
2013
2014
2015
Payment Method Preference/Use
2016
2017
2018(f)
Delivery Method Preference/Use
Mobiles
48%
Deliv ered at home
57%
Credit cards
31%
Delivered to a post office/ post station
51%
Bank Transfer
10%
Delivered to home
13%
E-wallets
8%
Invoice in arrears
4%
Ecommerce in Sweden Ecommerce Sales 2013 – 20 2017 17 (E (Euro uro s, billi ons ) Quick introduction: • • • • • • •
Population: Currency: VAT: GDP per capita: LPI Ranking: E-gove E-g overnm rnmen entt De Dev v. Ind Index ex:: Inclusi Inclu sive ve In Inte tern rnet et In Inde dex: x:
9.91 million Swedish Krone (SEK) 25% ,259 €46,259 €46 3 6 1
14.2 10 8
14.5
16.17
10.8
Full version available at www.ecommercefoundation.org/reports
Ecommerce facts facts & fi gures: • • • • • •
Internet penetration: % of e-Shoppers: X-border shoppers: E-GDP: Growth 2016-2017: % us usin ing g So Soci cial al Med edia ia::
97% 81% 33% 3.10% 2.35% 67% 67 %
Ecommerce Environment: Swedish consumers are tech savvy and willing to try new avenues of ecommerce such as purchasing via their mobile phone (four out of ten online shoppers made one purchase per month via this method in 2017). There are 3 main areas that help Swedish companies sell online: the first is the advanced infrastructure in the nation, secondly there is the reputation of quality regarding Swedish made goods internationally and finally there is a high level of trust with modern payment systems.* Ecommerce Foundation, on, 2018 / *PostNord, 2018.
2013
2014
2015
Payment Method Preference/Use
2016
2017
2018(f)
Delivery Method Preference/Use
Invoice
37%
Pickup location
36%
Debit card or credit card
26%
Home delivery in the postbox
30%
Direct pa payment via bank
17%
Home delivery in the evening
PayPal or similar
8%
Home delivery outside the door
11%
9%
Ecommerce in Norway Ecommerce Sales 2013 – 20 2017 17 (E (Euro uro s, billi ons ) Quick introduction: • • • • • • •
Population: Currency: VAT: GDP per capita: LPI Ranking: E-gove E-g overnm rnmen entt De Dev v. Ind Index ex:: Incl In clus usiv ive e In Inte tern rnet et In Inde dex: x:
5.3 million Norwegian Krone (NOK) 25% ,042 €65,042 €65 22 18 N/A N/ A
6.75
7.5
8.1
10.48
9.16
11.7
Full version available at www.ecommercefoundation.org/reports
Ecommerce facts facts & fi gures: • • • • • •
Internet penetration: % of e-Shoppers: X-border shoppers: E-GDP: Growth 2016-2017: % us usin ing g So Soci cial al Med edia ia::
96% 75% 40% 3.05% 14.48% 80% 80 %
Ecommerce Environment: When it comes to the types of goods Norwegians buy, they have a particu part icular lar love for spo sports. rts. This is repre represen sented ted in thei theirr high higher er than average aver age online purchases purchases when it com comes es to spo sports rts good goods. s. Also distribution distribu tion points are a popular choice for Norwegian customers, with almost alm ost two-t two-third hirds s util utilizin izing g them for pick picking ing up onl online ine goo goods. ds. Sinc Since e Norway is outside the EU, duty and VAT rules differ. VAT is added to imported goods valued over NOK 350.* Virke, 2018 / Ecommerce Foundation, 2018 / *PostNord, 2018.
2013
2014
2015
Payment Method Preference/Use
2016
2017(f)
Delivery Method Preference/Use
Debit/Credit Card
59%
Pickup Point
PayPal or similar
17%
Home Delivery
Invoice
15%
Collect at store
Vipps ( App)
7%
Parcel lockers
2018(f)
Central Europe
Ecommerce in Czech Republic Ecommerce Sales 2013 – 20 2017 17 (E (Euro uro s, billi ons ) Quick introduction: • • • • • • •
Population: Currency: VAT: GDP per capita: LPI Ranking: E-gove E-g overnm rnmen entt De Dev v. Ind Index ex:: Incl In clus usiv ive e In Inte tern rnet et In Inde dex: x:
10.6 million Czech Koruna (CZK) 21% ,545 €16,545 €16 31 46 23
4.60 3.67
4.10
3 2.17
2.51
Full version available at www.ecommercefoundation.org/reports
Ecommerce facts facts & fi gures: • • • • • •
Internet penetration: % of e-Shoppers: X-border shoppers: E-GDP: Growth 2016-2017: % us usin ing g So Soci cial al Med edia ia::
85% 60.33% 11% 11 % 2.45% 11.73% 46% 46 %
Ecommerce Environment: The number of Czechs shopping online (65%) follows closely to the EU-28 average of 68%.* This trend of following the EU-28 average continues when it comes to the amounts spent on ecommerce in 2017. Looking to Q1 2018, Czech online consumers are in the top five countries within Europe when it comes to ‘the willingness to shop’.** In fact, 43% of non-food and technical goods are sold via the internet.*** APEK, 2018 / Ecommerce Foundation, 2018 / *Eurostat, 2018; **GfK, 2018; ***Radio Praha, 2018
2013
2014
2015
Payment Method Preference/Use
2016
2017
2018(f)
Delivery Method Preference/Use
Credit card
76%
Deliv ery at hom e
83%
E-wallets
10%
Deliv er ered to to a p ar arcel s ho hop
39%
Bank Transfer
8%
Delivered to a post office/ post station
36%
Mobiles
3%
Deliv ered at work
24%
Ecommerce in Slovakia Ecommerce Sales 2013 – 20 2017 17 (E (Euro uro s, billi ons) Quick introduction: • • • • • • •
Population: Currency: VAT: GDP per capita: LPI Ranking: E-gove E-g overnm rnmen entt De Dev v. Ind Index ex:: Incl In clus usiv ive e In Inte tern rnet et In Inde dex: x:
5.4 million Euro 20% ,047 €15,047 €15 41 67 N/A N/ A
550
486
422
616
676
744
Full version available at www.ecommercefoundation.org/reports
Ecommerce facts facts & fi gures: • • • • • •
Internet penetration: % of e-Shoppers: X-border shoppers: E-GDP: Growth 2016-2017: % us usin ing g So Soci cial al Med edia ia::
83% 59% 26% 0.83% 9.74% 46% 46 %
Ecommerce Environment: In Slovakia, Electronics & Media are the most lucrative segments. In 2017, 201 7, alm almost ost 1/3 of purchases purchases were mad made e onl online ine in the mos mostt popularr category of products popula products,, ‘Consumer Electronics’ .* Some of the mostt pop mos popular ular B2C and C2C onl online ine shop shoppin ping g des destina tination tions s for Slovakians include Heureka, Alza, Aliexpress and Bazar.**
Ecommerce Foundation, on, 2018 / *Statista, 2018; **Similar Web, 2018
2013
2014
2015
Payment Method Preference/Use
2016
2017
2018
Delivery Method Preference/Use
Mobiles
76%
Deliv ery at hom e
84%
Prepaid cards
33%
Deliv er ered to to a p ar arcel s ho hop
18%
Credits Card
17%
Delivered to a post office/ post station
35%
E-wallets
3%
Deliv ered at work
22%
Ecommerce in Hungary Ecommerce Sales 2013 – 20 2017 17 (Euros, billi ons ) 1.84
Quick introduction: • • • • • • •
Population: Currency: VAT: GDP per capita: LPI Ranking: E-gove E-g overnm rnmen entt De Dev v. Ind Index ex:: Incl In clus usiv ive e In Inte tern rnet et In Inde dex: x:
9.7 million Forint (HUF) 27% ,606 €8,606 €8 31 46 23
1.30
1.47
0.99
Full version available at www.ecommercefoundation.org/reports 0.72
0.45
Ecommerce facts facts & fi gures: • • • • • •
Internet penetration: % of e-Shoppers: X-border shoppers: E-GDP: Growth 2016-2017: % us usin ing g So Soci cial al Med edia ia::
79% 41% 15% 2.11% 13.17% 56% 56 %
Ecommerce Environment: As with many many countries, countries, the most most lucrative lucrative segments segments amongst amongst online shoppers are Electronic and Media. In 2017, almost 13% of purchases were made online in the most popular category, ‘Consumer Electronics’.* Some of the most popular B2C and C2C online shopping destinations for Hungarians include Jofogas, Arukereso, Vatera and Aliexpress.** SzEK, 2018 / Ecommerce Foundation, 2018 / *Statista, 2018; **Similar Web, 2018
2013
2014
2015
Payment Method Preference/Use
2016
2017
2018(f)
Delivery Method Preference/Use
Cash on delivery
52%
Domestic bank card/ debit card
51%
Digital wallet
Bank Transfer
Deliv ery at hom e
74%
Deliv er ered to to a parc el el shop
32%
46%
Delivered to a post office/ post station
26%
36%
Deliv ered at work
19%
Ecommerce in Switzerland Ecommerce Sales 2013 – 20 2017 17 (Euros, (Euros, b illio ns Quick introduction: • • • • • • •
Population: Currency: VAT:: VAT GDP per capita: LPI Ranking: E-gove E-g overnm rnmen entt De Dev v. Ind Index ex:: Incl In clus usiv ive e In Inte tern rnet et In Inde dex: x:
8.5 million Swiss Franc (CHF) 7.7% ,319 €72,319 €72 11 28 22
4.14
3.7
4.4
4.8
5.23
5.75
Full version available at www.ecommercefoundation.org/reports
Ecommerce facts facts & fi gures: • • • • • •
Internet penetration: % of e-Shoppers: X-border shoppers: E-GDP: Growth 2016-2017: % us usin ing g So Soci cial al Med edia ia::
95% 82% 61% 0.94% 8.70% 48% 48 %
Ecommerce Environment: In 2017, just over half (51%) of purchases were made online in ’Consumer Electronics’.* the mos mostt pop popular ular prod product uct cate category gory,, ’Consumer Some Som e of the most po popu pula larr B2C and C2C online online sho shopp pping ing destinations destina tions for the Swiss include Ricardo, Ricardo, Amazo Amazon.de, n.de, Anibis and Digitec.** Swiss consumers value privacy online, and this is reflected in their regulatory environment.*** NetComm Suiss Suisse, e, 2018 / Ecommerce Foundation, on, 2018 / *Statista, 2018; **Similar Web, 2018; ***EF Switzerland Switzerland Report, 2018.
2013
2014
2015
2016
2017
2018(f)
Payment Method Preference/Use
Delivery Method Preference/Use
PayPal or similar
Deliv ered to my home
88%
Standard credit card
Delivered to a post office/post station
12%
Bank Transfer (Online)
Deliv ered at work
9%
Prepaid or rechargeable credit card
Delivered to the retailers store
4%
Ecommerce in Austria Ecommerce Sales 2013 – 20 2017 17 (E (Euro uro s, billi ons ) Quick introduction: • • • • • • •
Population: Currency: VAT: GDP per capita: LPI Ranking: E-gove E-g overnm rnmen entt De Dev v. Ind Index ex:: Incl In clus usiv ive e In Inte tern rnet et In Inde dex: x:
8.73 million Euro 20% ,024 €37,024 €37 7 16 15
5.94
6.56
7.5
8.3
9.08
9.88
Full version available at www.ecommercefoundation.org/reports
Ecommerce facts facts & fi gures: • • • • • •
Internet penetration: % of e-Shoppers: X-border shoppers: E-GDP: Growth 2016-2017: % us usin ing g So Soci cial al Med edia ia::
91.40% 46.75% 53% 2.41% 9.4% 38.1 38 .18% 8%
Ecommerce Environment: Online fashion is the most lucrative segment in Austria. In 2017, 14% of app apparel arel purchases purchases where made onl online ine.* .* Some of the mostt popu mos popular lar B2C and C2C onl online ine sho shoppi pping ng des destina tination tions s for Austrians include Amazon.d Amazon.de, e, Willhaben and eBay eBay.** .** Recently Recently,, Austria signed a new trade agreeme agreement nt with China, enabling Austrian retailer retailers s easier access to the Chinese ecomme ecommerce rce market.*** Ecommerce Foundation, on, 2018 / *Statista, 2018; **Similar Web, 2018; ***Tamebay, 2018
2013
2014
Payment Method Preference/Use
2015
2016
2017
2018(f)
E-commerce spending per eshopper
Credit Card 2015
€1753
2016
€1932
Online transfer
2017
€1659
Sofort/ Klarna
2018(f)
€2289
PayPal or similar
Ecommerce in Poland Ecommerce Sales 2013 – 20 2017 17 (E (Euro uro s, billi ons ) Quick introduction: • • • • • • •
Population: Currency: VAT: GDP per capita: LPI Ranking: E-gove E-g overnm rnmen entt De Dev v. Ind Index ex:: Inclusi Inclu sive ve In Inte tern rnet et In Inde dex: x:
38.1 million Polish Zloty (PLN) 23% 11,158 €11,158 € 33 36 9
3.98
4.66
5.3
6.0
6.67
7.39
Full version available at www.ecommercefoundation.org/reports
Ecommerce facts facts & fi gures: • • • • • •
Internet penetration: % of e-Shoppers: X-border shoppers: E-GDP: Growth 2016-2017: % us usin ing g So Soci cial al Med edia ia::
72% 49.33% 6% 1.65% 10.46% 39% 39 %
Ecommerce Environment: Fashion is the most lucrative ecommerce segment. In 2016, 16% of apparel purchases were made online.* Some of the most popular B2C and C2C onl online ine sho shoppi pping ng dest destina ination tions s for Pole Poles s incl include ude Allegro, OLX and Ceneo.** Innovati Innovations ons in ecomm ecommerce erce are being tested in the region, with Zalando partnering with Zabka to provide pick-up locations for consumers.*** E-Commerce Poland, Poland, 2018 / Ecommerce Foundation, 2018 / *Statista, 2018; **Similar Web, 2018; RetailTechNews, RetailTechNews, 2018.
2013
2014
2015
Payment Method Preference/Use
2016
2017
2018(f)
Delivery Method Preference/Use
Online Payment
71%
Delivered to to my my m ai ailbox
22%
Cash on delivery
47%
Collect it myself from a distribution point
16%
Credit Card
42%
Home delivery during the day/evening
Cash in advance
38%
Collect it from the online store’s physical store
65% / 29% 14%
Ecommerce in Slovenia Ecommerce Sales 2013 – 20 2017 17 (E (Euro uro s, billi ons ) Quick introduction: • • • • • • •
Population: Currency: VAT: GDP per capita: LPI Ranking: E-gove E-g overnm rnmen entt De Dev v. Ind Index ex:: Incl In clus usiv ive e In Inte tern rnet et In Inde dex: x:
38.1 million Euro 22% €19,324 50 21 N/A N/ A
159
186
213
241
266
295
Full version available at www.ecommercefoundation.org/reports
Ecommerce facts facts & fi gures: • • • • • •
Internet penetration: % of e-Shoppers: X-border shoppers: E-GDP: Growth 2016-2017: % us usin ing g So Soci cial al Med edia ia::
80% 46% 27% 0.66% 10.37% 46% 46 %
Ecommerce Environment: Consumers in Slovenia are purchasing online, however if they choose not to, the main reasons are distrust and the fact they they are more familiar with physical stores. Of those who never shop online, 84% claim they prefer prefer to see the product product in-s in-store tore,, 42% do not want to share personall data on the internet, and 1/3 is concerned about the misuse of persona credit cares. Ensuring Slovenians that they are secure in shopping and offering free/easy returns will help alleviate their fears.* Ecommerce Foundation, on, 2018 / * Netimperat Netimperative, ive, 2016.
2013
2014
2015
Payment Method Preference/Use
2016
2017
2018
Delivery Method Preference/Use
Prepaid card
63%
Delivered to my home
85%
Mobiles
17%
Delivered to a parcel shop
7%
Credit Card
10%
Delivered to post office/ post station
23%
E-wallets
3%
Delivered at work
11%
Eastern Europe
Ecommerce in Bulgaria Ecommerce Sales 2013 – 20 2017 17 (E (Euros uros , millio ns) 664
Quick introduction: • • • • • • •
Population: Currency: VAT: GDP per capita: LPI Ranking: E-gove E-g overnm rnmen entt De Dev v. Ind Index ex:: Incl In clus usiv ive e In Inte tern rnet et In Inde dex: x:
7 million Bulgarian Lev (BGN) 20% ,292 €6,292 €6 72 52 17
511
420 330
200
Full version available at www.ecommercefoundation.org/reports 250
Ecommerce facts facts & fi gures: • • • • • •
Internet penetration: % of e-Shoppers: X-border shoppers: E-GDP: Growth 2016-2017: % us usin ing g So Soci cial al Med edia ia::
67.30% 26% 34.60 % 1.15% 21.74% 97.0 97 .02% 2%
Ecommerce Environment: Bulgarians prefer to buy fashion items online, with electronics and media coming up second. Popular destinations for online shopping include incl ude Miniprix, Miniprix, MyMall MyMall and Fashion Fashion Day Days s as well as OLX OLX,, a popularr C2C marketplace.* Consumer confidence popula confidence (based on the Economic Sentiment Indicator) in Bulgaria is rather low, however, languishing in the bottom 3 of the EU as of March 2018.** Bulgarian E-commerce Association, 2018 / Ecommerce Foundation, 2018 / *PFG Bulgaria, 2017; ** Statista, 2018.
2013
2014
2015
E-commerce spending per E-shopper (EUR)
2016
2017
2018(f)
Payment Method Preference/Use
2016
€48,65
Cash on delivery
70%
2017
€35,59
Credit card
25%
2018(f)
€40,49
Bank Payment/ Internet Banking
5%
Ecommerce in Serbia Ecommerce Sales 2013 – 20 2017 17 (E (Euros uros , millio ns) Quick introduction: • • • • • • •
Population: Currency: VAT: GDP per capita: LPI Ranking: E-gove E-g overnm rnmen entt De Dev v. Ind Index ex:: Incl In clus usiv ive e In Inte tern rnet et In Inde dex: x:
285 8.7 million Dinar (RSD) 20% ,882 €3,882 €3 76 39 N/A N/ A
249 219 185 152
119
Full version available at Full version available at www.ecommercefoundation.org/reports www.ecommercefoundation.org/reports
Ecommerce facts facts & fi gures: • • • • • •
Internet penetration: % of e-Shoppers: X-border shoppers: E-GDP: Growth 2016-2017: % us usin ing g So Soci cial al Med edia ia::
72% 31% 7% 0.92% 13.70% 39% 39 %
Ecommerce Environment: Electronics & Media is the biggest segment in Serbian ecommerce.* Electronics ecommerce.* The top thre three e sho shoppi pping ng webs websites ites are Kupu Kupujem jemprod prodajem ajem,, Alie Aliexpre xpress ss and Kupindo.** Efforts have been made by various parties to accelerate and grow the ecom ecommerc merce e mar market ket in Serb Serbia. ia. One key area is the greater greater uptake in cashless payments. Ideas put forward to achieve this include implementation implem entation of effective regulatory regulatory frameworks, educatio education n for endusers, and further development of the infrastructure needed.*** Ecommerce Foundation, on, 2018 / *Statista, 2018; **Similar **SimilarWeb, Web, 2018; ***Diplomacy & Commerce, 2017.
2013
2014
2015
Payment Method Preference/Use
2016
2017
2018
Delivery Method Preference/Use
Prepaid Cards
76%
Collected from Store
68%
Credit Cards
13%
Deliv ered Dom estically
22%
Mobiles
8%
Other
8%
E-wallets
2%
Deliv ered Internationally
2%
Ecommerce in Romania Ecommerce Sales 2013 – 20 2017 17 (Euros, bill ions ) 3.92
Quick introduction: • • • • • • •
Population: Currency: VAT: GDP per capita: LPI Ranking: E-gove E-g overnm rnmen entt De Dev v. Ind Index ex:: Incl In clus usiv ive e In Inte tern rnet et In Inde dex: x:
19.5 million Romanian Leu (RON) 19% 7,585 €7,585 € 60 75 26
2.80
2.05
1.04
Full version available at 1.5 1.2 www.ecommercefoundation.org/reports
Ecommerce facts facts & fi gures: • • • • • •
Internet penetration: % of e-Shoppers: X-border shoppers: E-GDP: Growth 2016-2017: % us usin ing g So Soci cial al Med edia ia::
70% 16% 3% 1.88% 40% 49% 49 %
Ecommerce Environment: Ecommerce penetration in Romania falls short in comparison to the EU-28 EU-2 8 aver average age.. Onl Only y 23% of Rom Romania anians ns bou bought ght onl online ine in 201 2017, 7, compared to the 68% of the EU-28. 48% of Romanians stated they did not buy online due to the preference to ‘shop in person, they like to see a product, loyalty to shops or force of habit’ of habit’.* .* Electronics & Media are predicted to be the largest segments in 2018.** Asociatia Romana a Magazinelor or Online (ARMO), (ARMO), 2018 / Ecommerce Foundation, Foundation, 2018 / *Eurostat, *Eurostat, 2018; **Statista 2018.
2013
2014
2015
Payment Method Preference/Use
2016
2017
Delivery Method Preference/Use
Credit Card
25%
Cash on delivery
70%
Fan Courier Urgent-Cargus Posta Romana
Bank Payment/ Internet Banking
5%
Sameday
2018(f)
Ecommerce in Ukraine Ecommerce Sales 2013 – 20 2017 17 (E (Euro uro s, billi ons ) 1,892
Quick Quic k introduction: • Population: • Currency: • VAT: •
44.2 million Ukrainian Hryvnia (UAH) 20%
GDP per capita:
1,524 1,167
€800
554.3
Ecommerce facts facts & figures: • • • • •
Internet penetration: % of e-Shoppers: X-border shoppers: E-GDP: Growth 2016-2017:
66% 44% 25% 4.5% 30.56%
Ecommerce Environment: When it comes to online shopping in Ukraine, mobile devices reign supreme in terms of gaining access to the internet (approximately 2/3).. The top four webshops 2/3) webshops (excl. marketpla marketplaces) ces) in term terms s of audience reach are Rozetka (60.7%), Anno (16.4%), F.UA (6.6%), MOYO (5.6%) and 27.UA (2.3%). Rozetka’s dominance increases further when considering attendance by unique users.*
JSC Ukrainian Postal Service, 2018 / Ecommerce Foundation, 2018 / *Ukrainian Retail Association, 2018.
2013
Full888.25 version available at www.ecommercefoundation.org/reports 658
2014
2015
Payment Method Preference/Use
2016
2017
2018(f)
Best Selling Ecommerce Retailers
Credit Cards
44%
Aliexpress
70%
E-wallets
39%
eBay
9%
Mobiles
16%
Amazon
7%
Other (Bank transfer & Prepaid Cards)
2%
H&M
3%
Ecommerce in Russia Ecommerce Sales 2013 – 20 2017 17 (E (Euro uro s, billi ons ) Quick introduction: • • • • • • •
Population: Currency: VAT: GDP per capita: LPI Ranking: E-gove E-g overnm rnmen entt De Dev v. Ind Index ex:: Incl In clus usiv ive e In Inte tern rnet et In Inde dex: x:
143 million Russian Ruble (RUB) 18% ,189 €9,189 €9 51 37 N/A N/ A
28.83
31.69
24.64 19.26 14.7
20.54
Full version available at www.ecommercefoundation.org/reports
Ecommerce facts facts & fi gures: • • • • • •
Internet penetration: % of e-Shoppers: X-border shoppers: E-GDP: Growth 2016-2017: % us usin ing g So Soci cial al Med edia ia::
73% 29% 62% 2.18% 4.05% 39% 39 %
Ecommerce Environment: Fashion is projected to reign supreme in the Russian ecommerce sector, with 20% of sales being generated through the internet in 2018.* The mostt pop mos popular ular sho shoppin pping g des destina tination tions s onl online ine are Avit Avito, o, Alie Aliexpre xpress, ss, Marke Ma rket.y t.yan andex dex,, Wil Wildb dberr errie ies s an and d Dn Dns-s s-sho hop.* p.*** In ord order er to pla plan n an ecommerce strategy in the Russian market it is important to remember that price is still crucial for Russian consumers (24%).*** Ecommerce Foundation, on, 2018 / *Statista, 2018; **Similar Web,2018; ***KPMG, 2018. .
2013
2014
2015
Payment Method Preference/Use
2016
2017
2018(f)
E-commerce spending per E-shopper 2015
Online payment (e.g. PayPal, Amazon Payments)
59%
Credit Card
39%
2016
€581
Cash in Advance
35%
2017
€622
By Invoice
35%
2018(f)
€633
€531
Southern Europe
Ecommerce in Croatia Ecommerce Sales 2013 – 20 2017 17 (E (Euros uros , millio ns) Quick introduction: • • • • • • •
Population: Currency: VAT: GDP per capita: LPI Ranking: E-gove E-g overnm rnmen entt De Dev v. Ind Index ex:: Incl In clus usiv ive e In Inte tern rnet et In Inde dex: x:
4.2 million Croatian Kuna (HTK) 25% 11,147 €11,147 € 51 37 N/A N/ A
315
280
240
349
384
422
Full version available at www.ecommercefoundation.org/reports
Ecommerce facts facts & fi gures: • • • • • •
Internet penetration: % of e-Shoppers: X-border shoppers: E-GDP: Growth 2016-2017: % us usin ing g So Soci cial al Med edia ia::
69% 29% 18 % 0.89% 10.74% 47% 47 %
Ecommerce Environment: In the Croa Croatian tian e-commerce e-commerce market, market, Ele Electro ctronics nics & Med Media ia are currently the main product category, followed closely by Fashion. By 2021, Electronics & Media are still expected to be the online category with the most sales, and Fashion is also forecasted to still be second. This indicates that the market is quite saturated in these product categories, making others quite open to new online retailers.* Ecommerce Foundation, 2018 / *www.eshopworld.com *www.eshopworld.com
2013
2014
Payment Method Preference/Use
2015
2016
2017
2018(f)
Delivery Method Preference/Use
Mobiles
61 %
Delivered to home
89%
Credit cards
22%
Delivered to a post office/post station
26%
E-wallets
9%
Delivered at work
11%
Bank Transfer
7%
Delivered to the retailers store
3%
Ecommerce in Greece Ecommerce Sales 2013 – 20 2017 17 (E (Euro uro s, billi ons ) Quick introduction: • • • • • • •
Population: Currency: VAT: GDP per capita: LPI Ranking: E-gove E-g overnm rnmen entt De Dev v. Ind Index ex:: Incl In clus usiv ive e In Inte tern rnet et In Inde dex: x:
5.43 11.1 million Euro 24% 17,374 €17,374 € 21 22 19
3.8 2.66
4.1
4.43
3.2
Full version available at www.ecommercefoundation.org/reports
Ecommerce facts facts & fi gures: • • • • • •
Internet penetration: % of e-Shoppers: X-border shoppers: E-GDP: Growth 2016-2017: % us usin ing g So Soci cial al Med edia ia::
70% 36.40% 25% 2.67% 21.95% 72% 72 %
Ecommerce Environment: Greek ecommerce is growing quite steadily, and Greece has one of the higher rates for shopping both domestically and cross-border (50%). 15% of Greek consumers claim to shop cross-border only, which is quite high when compared to other European countries. This is a good indication that webshops selling cross-border into Greece will fair well, however it is more and more important to reach these consumers in their native Language.* GRECA 2018 / Ecommerce Foundation, 2018 / *Statista, 2018
2013
2014
2015
2016
2017
2018(f)
Payment Method Preference/Use
E-commerce spending per e-shopper
Direct Debit
2015
€1556,7
Cash on delivery
2016
€1689,4
Credit card
2017
€1758,3
Wallets
2018(f)
€1818,8
Ecommerce in Italy Ecommerce Sales 2013 – 20 2017 17 (Euros, billi ons ) Quick introduction: • • • • • • •
Population: Currency: VAT: GDP per capita: LPI Ranking: E-gove E-g overnm rnmen entt De Dev v. Ind Index ex:: Incl In clus usiv ive e In Inte tern rnet et In Inde dex: x:
59.3 million Euro 22% ,309 €26,309 €26 21 22 19
21.20
23.12
18.0
11.35
12.95
14.8
Full version available at www.ecommercefoundation.org/reports
Ecommerce facts facts & fi gures: • • • • • •
Internet penetration: % of e-Shoppers: X-border shoppers: E-GDP: Growth 2016-2017: % us usin ing g So Soci cial al Med edia ia::
70% 34% 15% 1.33% 17.33% 52% 52 %
Ecommerce Environment: Fashion is the mos Fashion mostt lucr lucrativ ative e segm segment ent in onl online ine shopping. shopping. However,, when looking at the share of those purchasing However purchasing apparel items in 2017, only 5% were doing so online, demonstrating the importan imp ortance ce of buyi buying ng in-s in-store tore for Ital Italian ians.* s.* Som Some e of the most popular B2C and C2C online shopping destinations for Italians include Amazon.it, Subito and eBay.** Netcomm, 2018 / Ecommerce Foundation, 2018 / *Statista, 2018; **Similar ar Web, 2018.
2013
2014
2015
Payment Method Preference/Use
2016
2017
2018(f)
Delivery Method Preference/Use
Online Payment
73%
Delivered to m y mailbox
23%
Prepaid Card/ Vouchers
45%
Home delivery during the Day/evening
77% / 17%
Credit Card
43%
Delivery on workplace
13%
Cash on delivery
22%
Unsure, I don’t know
0%
Ecommerce in Malta Ecommerce Sales 2013 – 2017 (Euros, millions) Quick introduction: • • • • • • •
Population: Currency: VAT: GDP per capita: LPI Ranking: E-gove E-g overnm rnmen entt De Dev v. Ind Index ex:: Incl In clus usiv ive e In Inte tern rnet et In Inde dex: x:
430,000 Euro 18% ,856 €20,856 €20 56 30 N/A N/ A
39.68
40.00
34.5 25
27.5
30
Full version available at www.ecommercefoundation.org/reports
Ecommerce facts facts & fi gures: • • • • • •
Internet penetration: % of e-Shoppers: X-border shoppers: E-GDP: Growth 2016-2017: % us usin ing g So Soci cial al Med edia ia::
81% 52% 50% 0.30% 7.25% 79% 79 %
Ecommerce Environment: Malta is more likely to participate in B2C rather than C2C ecommerce, ecommerce, as one study showed that only 4% have used a coll collabo aborati rative ve pla platform tform service, compared to the EU average (17%). Additionally, Malta is always in the top ten for cros cross-bo s-border rder purchasing purchasing (over 50%), ind indicat icating ing that Maltese shoppers are more than willing to shop from other EU countries – additionally, English is one of the official languages of Malta, making it easier for foreign retailers.* Ecommerce Foundation, on, 2018 / *Statista, 2018
2013
2014
2015
Payment Method Preference/Use
2016
2017(f)
2018(f)
E-commerce spending per E-shopper 2015
€178
Credit Card
58%
E-W allet
33%
2016
€214
Mobiles
3%
2017
€203
Prepaid Card
3%
2018(f)
€218
Ecommerce in Portugal Ecommerce Sales 2013 – 20 2017 17 (Euros, billi ons ) Quick introduction: • • • • • • •
Population: Currency: VAT: GDP per capita: LPI Ranking: E-gove E-g overnm rnmen entt De Dev v. Ind Index ex:: Incl In clus usiv ive e In Inte tern rnet et In Inde dex: x:
5.60 10.3 million Euro 23% 17,387 €17,387 € 36 38 18
4.60
2.63
2.88
3.33
3.73
Full version available at www.ecommercefoundation.org/reports
Ecommerce facts facts & fi gures: • • • • • •
Internet penetration: % of e-Shoppers: X-border shoppers: E-GDP: Growth 2016-2017: % us usin ing g So Soci cial al Med edia ia::
73.20% 36% 85% 2.57% 23.32% 59% 59 %
Ecommerce Environment: Fashion is the most lucatrive segment in online shopping. Although, only 7% purchased apparel items online in 2017, demons demonstrating trating the importan imp ortance ce of purc purchas hasing ing in-s in-store tore for Portu Portugue guese se cons consume umers.* rs.* Some So me of th the e mo most st po popu pula larr B2 B2C C an and d C2 C2C C on onli line ne sh shop oppi ping ng destinations for the Portuguese include OLX, Custojusto, Aliexpress and eBay.** acepi, 2018 / Ecommerce Foundation, 2018 / *Statist *Statista, a, 2018; **Similar Web, 2018.
2013
2014
2015
Credit Card
PayPal
2017
2018(f)
Delivery Method Preference/Use
Payment Method Preference/Use ATM
2016
32.5%
25.5%
21.9%
Delivered to home
78%
Delivery at work
26%
Delivery to a post-office, post-station
17%
Delivery to a parcel shop
9%
Ecommerce in Turkey Ecommerce Sales 2013 – 20 2017 17 (Euros, (Euros, bi llio ns) 12.53
Quick introduction: • • • • • • •
Population: Currency: VAT: GDP per capita: LPI Ranking: E-gove E-g overnm rnmen entt De Dev v. Ind Index ex:: Incl In clus usiv ive e In Inte tern rnet et In Inde dex: x:
80.4 million Turkish Lira (YTL) 18% 5,594 €5,594 € 34 68 41
8.10 5.83
8.75
8.71
6.5
Full version available at www.ecommercefoundation.org/reports
Ecommerce facts facts & fi gures: • • • • • •
Internet penetration: % of e-Shoppers: X-border shoppers: E-GDP: Growth 2016-2017: % us usin ing g So Soci cial al Med edia ia::
66% 53% 2% 2.13% 20.39% 60% 60 %
Ecommerce Environment: Amongst Turkish online shopper Amongst shoppers, s, Electroni Electronics cs and Media are the most popular and lucrative segments.* Some of the most popular B2C and C2C onl online ine sho shoppin pping g dest destina ination tions s for Tur Turks ks incl include ude Sahibinden, Sahibin den, Hepsiburada, N11 and Gittigidi Gittigidiyor**. yor**. The potentia potentiall of this market is demonstrated by recent rumblings that Amazon may be launching in the country soon.*** Ecommerce Foundation, on, 2018 / *Statista, 2018; **Similar Web, 2018; ***Tamebay, 2018.
2013
2014
2015
Payment Method Preference/Use
2016
2017
2018(f)
E-commerce spending per E-shopper 2015
Credit Card
82%
Cash in advance
50%
2016
€365
Direct Debit
38%
2017
€309
Online payment
18%
2018(f)
€387
€389
Ecommerce in Spain Ecommerce Sales 2013 – 20 2017 17 (Euros, bill ions ) Quick introduction: • • • • • • •
Population: Currency: VAT: GDP per capita: LPI Ranking: E-gove E-g overnm rnmen entt De Dev v. Ind Index ex:: Incl In clus usiv ive e In Inte tern rnet et In Inde dex: x:
46 million Euro 21% ,594 €24,594 €24 23 17 12
27.97
23.91 20.7
14.61
16.26
Full version available at 12.4 www.ecommercefoundation.org/reports
Ecommerce facts facts & fi gures: • • • • • •
Internet penetration: % of e-Shoppers: X-border shoppers: E-GDP: Growth 2016-2017: % us usin ing g So Soci cial al Med edia ia::
85% 57% 27% 2.10% 15.23% 54% 54 %
Ecommerce Environment: Fashion is the most lucrative segment. 17% of those buying apparel items in 2017 purchased online, indicating the importance of the instore stor e exp experie erience nce when buyi buying ng fash fashion ion items.* items.* Some of the mos mostt popularr B2C and C2C online shopping destinations for Spaniard popula Spaniards s include Amazon.es, Milanuncios, Aliexpress and eBay.** The potential in this market can be demon demonstrated strated by the expansion into the country by Richard Liu, the CEO of Chinese online retailer JD Group.*** Adigitial, al, 2018 / Ecommerce Foundation, 2018 / *Statista, 2018; **Similar Web, 2018; ***Jing Daily, 2018.
2013
2014
2015
Payment Method Preference/Use
2016
2017
2018(f)
Delivery Method Preference/Use
PayPal or sim ilar
77%
Home delivery during the day/evening
Debit/Credit Card
50%
Delivered to my mailbox by mail carrier
30%
Cash on delivery
18%
Delivery on workplace
11%
Invoice in arrears
6%
Unsure, I don’t know
2%
53% / 46%
How do you for How fores esee ee ne new w and inn innova ovative tive t ec h n o l o g i es p o s i t i v el y an d /o r n eg eg at at iv iv el el y i mp mp ac ac titi ng ng s ma mal le ler o nl nl in in e r et et ai ai le ler s an d/ d/o r en tr tr ep ep re ren eu eu rs rs i n t he he UK?
Garet Ga reth h Jones Partner United Uni ted Kingdom
From From my experie experience nce,, technol technology ogy is the most most sign signif ifica icant nt disru disrupto ptorr acro across ss all s ec ec to tor s s.. H ow ow ev ev er er, m an any s ma ma llll er er compan companies ies have been slow to embrace embrace techno technology logy and therefor therefore e they aren’t reaping the vast benefits that it can bring. When When it comes comes to digit digital aliz izat atio ion n and implem implement enting ing new system systems, s, my clients clients often worry about the costs of investment, wheth whether er they they have have the the staff staff with with the required required skills and the cost of maintaining maintaining system systems. s. These These items items certain certainly ly require require consideration, but for many, the return on i nv nv es es tm tm en en t wi llll j us us titi fy fy t he he c os os t. t.
Di gi gi ti ti za zat i on on b y i t s v er er y n at at ur ur e r eq eq ui ui re re s d at a. a. May 25, 2018 i s a d at e p u t i n t o al mo mo st st ev er er y o nl nl in in e c om om pa pan y ag en en da da, as GD GDPRmar PRmar ks ks a pa para radig digm m shi shift ft in da data ta p r ot ot ec ec t io io n an d p r iv iv ac ac y. y. Wh at at d o y ou ou t hi hi nk nk ab ou ou t t he he c ha hal le len ge ges , c os os ts ts an d potentia pote ntiall be bene nefits fits of this re regula gulation tion? ?
Ann e Viar d Partner Spain www.mazars.com
Legal developments will cause significant changes in companies with regards to their data processing and protection policy, as well well as the irrupti irruption on of the DPO figure figure (Data (Data Protect Protection ion Office Officer), r), who will will gain much much more more rele releva vanc nce e than than to date date.. Although, in some cases, certain compan companies ies may consider consider that that this this new legislation only represents an increase of
With the right professional advice and a sound digital strategy, an enhanced digital presence is transformative – transformative – it opens up new markets markets,, improv improves es connec connectiv tivity ity,, provides a better understanding of their customer customer and ultimately ultimately drives top and bottom line growth.
Wha hatt ar are e som some e of th the e ma main in cha chall llen enge ges s y ou ou s ee ee f or or s ma ma llll - t o m id id -s -s iz ized o nl nl in in e retai ret aile lers rs in the UK UK? ? Some Some of the the area areas s wher where e smal smalll and and mid0sized mid0sized businesses businesses tend to fall down include: • A lack of formal and long-term strategic strategic planning • A lack of formal and long-term strategic strategic planning • Quite often, value drivers and KPIs are costs and administrative administrative burdens, recent case cases s of data data brea breache ches s have have raised raised awareness awareness in most companies, companies, who see that that new legal developmen developments ts will will be a turnin turning g point point to strengt strengthen hen their data data processing policies, increase transparency on consumer data processing and avoid reputati reputationa onall damage damages s caused caused by data data breach.
Ho w c lo lo se se i s Sp ai ai n t o m ov ov in in g t ow ow ar ar ds ds digitali taliza zation tion of eve every ry ‘Industry 4.0’, the digi aspe as pect ct of bus busine iness? ss? Wha hatt ke key y are reas as are lagg la gging ing be behin hind d (r (re ela late ted d to ec ecomm omme erce rce)) an d h o w d o y o u b el i ev ev e t h es e w ilil l b e solved?
Interview not identified and tracked • Somet Sometime imes s invest investmen ments ts are made made without a robust appraisal process so that expected returns are not quantified o r t ra ra ck ck ed ed - o r s om om et et im im es es t he he investment isn’t made isn’t made at the right time companies find it difficult difficult to be • Some companies agil agile so that that they they are are unab unable le to reposition their product to make it more appealing appealing to the changing market or changing customer preferences. The best performing companies are those who make make time time to stan stand d back back and and critically assess the strategic direction of their business over the next 3-5 years. The The majo majori rity ty of Span Spanis ish h indu indust stri rial al comp compan anie ies s are are on a medi medium um or low low digi digital taliz izati ation on statu status s and and only only a few few Spani Spanish sh indu industr strial ial comp compan anie ies s can be considered digital champions (their value chain chain is fully fully digitize digitized d and integra integrated ted). ). Regarding technologies in which Spanish companies companies are investing, investing, and those that will have more potential in the future, we see that investments are being made on predictive predictive technologies to maintain maintain assets and and prod produc ucts ts and and imple impleme ment nt digi digital tal s ys yst em ems to c on ontr ol ol and m on onit or or manufacturing processes – processes –known known as MES. Meanwh Meanwhile, ile, those related related to the IoT are considered considered to have the highest projection. projection.
Ecommerce is greatly reshaping the business landscape and affecting actors in a majority of industries on many different levels, bringing new opportunities and challenges for all. It is important for actors to be prepared and knowledgeab knowledgeable le about about these aspects, and to to find solutions solutions.. At Mazars Mazars,, our experts experts advise clients on topics such as tax & legal, ethics & compliance, logistics & footprint, digitization & technology as well as business models and customer experience, all of which are evolving with the emergence of ecommerce. We see a great potential for those actors able to prepare for and respond to this new context.
Isabelle Massa Global Head of Services Sectors
About the Report
About the Authors
Sara Lon Lone e Resea Re search rch Coordina Coordinator tor Sara received her Master’s degree in Public Policy from the University of California, Irvine. Her background consists of economic research and policy analysis, focusing on technology and sustainability in a digitally-globalized world. Sara oversees the Ecommerce Operations Research Team in creating country reports, custom research, content and webinars.
Adl en Kh Khell elladi adi Researcher
Shaun Pa Shaun Packiaraja ckiarajah h Researcher
Adlen is an International International Business and Management student at The Lille University of Sciences and Technology in France.
Shaun graduated with a Master’s degree in Victimology and Criminal Justice from the University of Tilburg.
His interests in statistical analysis and marketing have inspired him to be a part of the Research Team Team at Ecommerce Operations, where he creates reports and designs marketing strategies for report-relate report-related d content.
He works for the Research Team at Ecommerce Operations in creating research-related content and reports. His background is in policy creation and analysis, in addition to practical knowledge of business development.
Definitions related to the Internet, e-commerce & e-tailing •
Broadband acc Broadband access ess: the availability of broadband is measured by the percentage of households that are connectable to an exchange that has been converted to support DSL technology, to a cable network upgraded for Internet traffic, or to other broadband technologies. technologies. It includes fixed and mobile connections connections (source: Eurostat)
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Cross-borde Crossborderr ecom ecommer merce ce: perc percenta entage ge of eco ecomme mmerce rce purc purchas hased ed at fore foreign ign sites
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Eas e o f Do in in g B u si si n es es s In de dex: The Ease of Doi Doing ng Busine Business ss In Index dex is developed develop ed by the World Bank, and averages the country's percentile rankings on nine topics. It is made up of a variety of indicators, giving equal weight to each topic. The rankings for all economies are benchmarked to June 2010. The Index covers 185 countries.
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E-households: number of households that use the Internet for personal gain.
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E-household E-house hold expe expenditure nditure:: expendi expenditure ture per hou househ sehold old that bou bought ght goo goods ds or services in the past year.
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Globall On Globa Online line Me Meas asure ureme ment nt Sta tanda ndard rd for B2 B2C C ec ecomm ommer erce ce (G (GOM OMSE SEC C): aims to provide guidelines to measure and monitor B2C ecommerce in order to enable all Europ Eu ropea ean n co count untrie ries s to pro provid vide e da data ta wit with h res respe pect ct to the pe pene netra tratio tion n of B2C ecommerce in a standardized way.
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E-Governmentt Index provides a compara comparative tive E-Gove EGovernme rnment nt Inde Index: x: The UN’s E-Governmen assessment of the e-government development of UN Member States. One of the primary prim ary fact factors ors cont contribu ributing ting to a hig high h leve levell of e-go e-govern vernmen mentt deve develop lopmen mentt is concurrent concurre nt past and present investment in telecom telecommunica munication, tion, human capital and provision of online services.
E-c o mm mm er er ce ce (o r el ec ec tr tr o ni ni c c o mm mm er er ce ce), a s u bs bs et et o f e-b u si si ne nes s: any B2C contrac con tractt on the sal sale e of products products or services services full fully y or partly conclude concluded d by a technique for distance communication.
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Gross Me Gross Mercha rchandise ndise Volume olume:: the total sales facilitated by a third party, such as a market place.
E-comme Ecommerce rce GD GDP P: total amount of goods and services online divided by the
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E-se Eservic rvices es or el elec ectroni tronic c se servic rvices es:: “Deeds, “Deeds, efforts efforts or performan performances ces whose delivery
total Gross Domestic Product (GDP). •
Economic Fre Economic Freedom edom Inde Index x: the Index of Economic Freedom is an annual guide published by The Wall Street Journal and The Heritage Foundation, Washington's No. 1 think tank. For over a decade, the Wall Street Journal and The Heritage Foundation have tracked the march of economic freedom around the world with the influential Index of Economic Freedom. There are 5 categori categories, es, ranking from Free (with a score between 80 and 100) to Repressed (between 40 and 49.9).
is mediated by information technology. Such e-service includes the service element of e-retailing, customer support, and service delivery. ” This definition reflects three main components: service providers, service receivers and the channels of service deli de liver very y (i. (i.e. e. tec techn hnol ology ogy). ). (Je (Jenni nnifer fer Row Rowle ley y, Pro Profes fessor sor In Infor forma matio tion n an and d Communications, Manchester Metropolitan University, UK) •
Inactive online popula Inactive population: tion: users that have access to the Internet but have not (yet) purchased goods or services online in the past year.
Definitions related to the Internet, e-commerce & e-tailing •
Markett pla Marke place: ce: online platform on which companies (and consumers) sell goods and/or services.
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Online expe Online expenditure nditure:: spending per user who purchased goods or services online.
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Logistics Pe Logistics Perform rformance ance Inde Index x (LP (LPI) I):: The Logistics Performance Index (LPI) measures measu res the “logistics friendli friendliness” ness” of 155 countries. countries. It help helps s cou countri ntries es identify the challenges and opportunities they face in their trade logistics performance and what they can do to improve this. The Index is developed by the World Bank and is based on a worldwide survey of operators, such as global freight forwarders and express carriers.
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Online Onlin e Re Reta tail il (o (orr ee-re reta tail, il, el elec ectro tronic nic re reta tail il or re reta taili iling ng or ev even en ee-ta taili iling) ng):: the selling of retail goods and services on the Internet. In the limited sense of the word, sectors such as online leisure travel, event tickets, downloading music mus ic or soft software ware are not inc include luded. d. Onli Online-o ne-only nly retail shops are ofte often n referred to as pure players.
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M ob ob i le le c o mm mm er er ce ce (o r m -c -c o mm mm er er c e) e): the abi ability lity to con conduc ductt comm commerce erce using a mobile device e.g. a mobile phone, a PDA, a smartphone, a tablet or other (emerging) mobile equipment.
percenta entage ge of a pop popula ulation tion using the Inte Internet rnet,, Penetrat Penetr ation ion lev level els: s: the perc mobile phones, smartphones or tablet devices.
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M ob ob i le le s ub ub s cr cr ip ip ti ti on on s : mobil mobile e cell cellular ular tele telepho phone ne sub subscri scriptio ptions ns are subscriptions to a public mobile telephone service using cellular technology, which provide access to the public switched telephone network. Post-paid and prepaid subscriptions are included (source: Eurostat).
Real ec on on om om ic ic g ro ro wt wt h r at at e: e: a measure of economic growth from one period to another expressed as a percentage and adjusted for inflation. The real economic economic growth rate is a measure of the rate of change that a nation's gross domestic product (GDP) experiences from one year to another.
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Retail sale Retail sales: s: the selling of mainly goods from businesses to individuals from a traditional or so-called bricks-and-mortar shop.
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Statcounte Statc ounterr res resea earch rch met method: hod: Statcounter is a web analytics service and their tracking code is installe installed d on more than three million sites globally. globally. These sites cover various activities and geographic locations. locations. Every month, Statcounter records billions of page views to these sites. For each page view, they analyze the browser/operating system/screen resolution used and they establish if the page view is from a mobile device. They calculate their Global Stats on the basis of more than fifteen billion page views per month, by people from all over the world onto more than three million member sites.
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Networked Networke d Re Readine adiness ss Inde Index x (N (NRI RI): ): The NRI measures the tendency for coun co untri tries es to ex expl ploi oitt th the e opp opport ortun uniti ities es of offer fered ed by in infor forma matio tion n and communications commu nications technology technology (IT). The NRI comprise comprises s three compone components: nts: the environment for IT offered by a given country or community, the readiness of the country's key stakeholders to use IT, and the usage of IT among these stakeholders. Online Onlin e buye buyerr (o (orr ee-shopp shopper er,, ee-buy buyer er): ): an individual who regularly bought or ordered goods or services through the Internet.
Definitions related to the Internet, e-commerce & e-tailing GOMSEC aims to provide guid guidel eline ines s for me meas asurin uring g an d m on on it it or or in in g B 2C 2C ec om om me mer ce ce. As a result, all countri coun tries es worl worldwid dwide e are able to provide data with respect resp ect to the penetratio penetration n of B2C ecommerce ecommerce in a standardized way. All Ecommerce Foundation figures and estimates are based on GOMSEC, unless stated otherwise. The GOMSEC reports on sales figures for the total B2C ecom ecommer merce ce worl worldwid dwide e and for eac each h cou country ntry base sed d on tot tota al sa sale les s separate in the country profiles, ba o f g o od od s an d s er er vi vi ce ces. These total sales of goods and services are based on the ar ea eas /s /s ec ec to to rs rs /c /c la las si si fifi ca cat io io n o f ar ea eas an d s ec ec to to rs rs , as s ta tat ed ed o n t h e n e xt xt f ew ew p ag ag es es . All data reported in t h e n at at i o na nal c ur ur r en cy cy o f t h e converted d into euros according according to country involve involved d is converte the ave vera rage ge (a (annu nnua al) ra rate te of exc xcha hange nge as provided by, preferably, the Eu Europe ropean an Cen entra trall Ba Bank nk (E (ECB CB) or the n at particu icular lar cou country ntry.. The at io io n al al b an an k of the part referen refe rence ce per period iod that is used for this was from 1 January to 31 Dec em b er o f eac h r ep o r t y ear. Growth rates are calcula calculated ted and measured by the B2C ecommerce sales in the national currency.
Definiti De finition on of B2 B2C C eco ecomme mmerce rce sal sales es “Any B 2C 2C c on on tr tr ac ac t r eg eg ar ar di di ng ng t he he s al al e o f g oo oo ds ds
an d/ d/o r s er er vi vi ce ces , f ul ul ly ly o r p ar ar tltl y c on on cl cl ud ud ed ed b y a technique tec hnique for dista distance nce communi communicat cation. ion.” Tec echniq hnique ue for dist distan ance ce com communi munica catio tion: n: means that can be used for communication regarding the offer made by the trader and the conclusion of a contract, without the necessity of the consume consumerr and trader being in the same place at the same time. Contract : a contract whereby use is made, either solely sole ly or in part, of one or mor more e tech techniq niques ues for distance communication within the framework of a system organized organized by the trader for the distance sale of goods and/or services, up to and including the moment that the contract is concluded.
Classifica Cla ssification tion of B2C ecom ecommer merce ce The following classification on the next few pages provides an overview of areas and sectors included in GOMSEC.
Online purchases of the following items are excluded from GO GOMS MSEC EC: • Transactions between private individuals/con individu als/consumers sumers (C2C), such as auction auctions s and an d ma marke rketpl tplac aces es,, and an d be betwe tween en bu busi sine nesse sses s (B2B) • Online gambling gambling and gaming • Cars and other motor vehicles • Houses and real estate • Utilities (e.g. water, heating and electricity) • Mortgages, loans, credit cards and overdrafts • Savi Savings ngs accounts, accounts, funds, funds, stoc stocks ks & sha shares res and bonds
B 2C 2C ec om om me mer ce ce therefore includes all on onlin line e transac tran saction tions s betw between een busi busines nesses ses and cons consume umers rs usin us ing g desk de skto top p comp co mput uter ers, s, lapt la ptop ops, s, tabl ta blet ets, s, smartphones, smartph ones, point-of-s point-of-sales ales and smart-wea smart-wearables, rables, for instan ins tance ce thr throu ough gh on onli line ne sho shops ps,, ph phys ysica icall sto stores res (“online instore”), email, instore”), email, QR codes, catalogs, etc. B2C ecommerce includes Value Added Tax (VAT) or other sales sale s tax, delivery delivery cost costs s and apps, but excludes excludes returns.
Global Online Measuremen Measurementt Standard for B2C ecommerce (GOMSEC) Media & Entertainment Music (physical, download & streaming)/Spotify based on new subscriptions
Consu Co nsume merr Ele Electr ctron onic ics s
Video (DVD, Blu-ray, downloads) Games hardware & games software
Photo Phot o equ equipm ipment ent Audio equipme equipment nt
Books & e-books
Electronics Infor Inf orma matio tion n Tech Techno nolo logy gy (IT) IT har hardwar dware e (PCs (PCs,, lapt laptops, ops, tablets, etc.) Computer Compu ter Software
Apps New subscriptions newspapers ands magazines (no single copy sales)
Fashion Clothing
Underwear & Upperwear Children's wear Swimwear & Sportswear Nig igh htw twe ear & le leg gwear
Shoes & Personal lifestyle
TV/video equipm equipment ent
Music instrume instruments nts
Car electronics (navigation, audio, etc.)
USB sticks, DVD/CDrecordable, ink cartridges, computer accessories
Shoes Jewelry, Bijoux, Watches & others fashion accessories (e.g. sunglasses) Bag Ba gs, walle lets ts,, suitc tca ases
Sports & Recreation Toys Indoor and outdoor toys
Sports hardware (e.g. soccer shoes, tennis rackets) Bicycles & accessories Articles for for camping camping and recreation recreation
House Ho useho hold ld Electr Electron onics ics MDA: air-conditioning, dishwashers, wash machines and other white goods SDA: equipment for personal care, home comfort, kitchen appliances
Global Online Measuremen Measurementt Standard for B2C ecommerce (GOMSEC) Home & Garden
Food/Nearfood/Health Food/Nearfood Food & Beverages
Furniture and kitchens Floor and window coverings (e.g. curtains and blinds) Home textiles Cookware (sets), kettles and oven equipment Table and kitchen articles Articles for for cleaning, cleaning, wash and and store Decoration Lamps and fixtures DIY-articles Garden articles Flowers and plants (in home)
Fresh produce Pack Pa ckag aged ed co cons nsum umer er go good ods s Deterg Det ergen ents/ ts/ho hous useh ehol old d cl clea eanin ning g Animal feed feed Tobacco
Health & Beauty Personal care & Hygiene Baby care Perf Pe rfum ume e OTC
Other: Ot her: Pr Products oducts Telecom Smartphones, mobile phones & mobile devices Telefax and answering machines Headsets & Accessories (mobile) phones Prepaid cards and tariffs of new phone subscriptions
Cars components Glasses and contact lenses Stationery Pictures and photo albums Pet supplies Erotica
Global Online Measuremen Measurementt Standard for B2C ecommerce (GOMSEC) Travel Insurance New indemnity, indemnity, Life and Health Insurances
Liability insurance Car insurance Fire and theft insurance
ANW-gap insuranc insurance e (insurance for receiving a payment in addition to a survivor's allowance)
Health Insurance – Base Health insurance – additional
Bike/caravan/motorbike/ Scooter insurance
Annuity insuranc insurance e Pension
Disability insurance – entrepreneurs
Accident insurance Accident insurance Boat insurance
Life insurance Funeral insurance
Disability insurance – private
Legal assistance insurance Endowment insurance Home insurance based on savings
Mortgage-related disability insurance
Travel insurance (continuous/annual + short term) Insurance package
Mixed insurance (=endowment insurance + life insurance)
Endowment insurance based on investments
Package Travel
Flight Tickets & Accommodations
Package travel
Flight Tickets
Private transport if booked through a Hotel stays tour operator Apartment/bungalow/cam Apartment/bunga low/camping ping site -> all of the above not booked in combination with other travel-parts
Event Tickets Tickets for concerts and festivals Tickets for (movie) theaters Tickets for zoos and amusement parks Tickets for museums Tickets for sports games
Other: Othe r: Se Services rvices New subscriptions to dating service Other services
Publications
Sources used in the report
The report could only be rea realiz lized ed by con consul sultin ting g a gre great at num numbe berr of val valuab uable le sources. These were available in various countries and regions in Europe and around the globe. The wide variety of sources include public domain publications, blogs, websites, industry and financial specialist publications, regional and local news, annual reports, and press r eleases. Sometimes Somet imes the infor informatio mation n sourc sources es are contr contradic adictory tory and somet sometimes imes different figure fig ures s and dat data a wer were e giv given en by var varyin ying g sou source rces s wit within hin the sam same e cou country ntry,, for example due to different definitions. In our reports we have mentioned the different sources, definitions and outcomes of such reports, studies and interpretations. The report is based on information that we consider reliable, but we cannot vouch for it being completely accurate or complete, nor should it be relied upon as such. Opinions expressed are our current opinions as of the date of this report. -
Central Bank CIA CI A Wo Worrld Fact Book DPD DP D E-commerce E-com merce Polan Poland d Ecomme Eco mmerce rce Fou Founda ndatio tion n eCommer eCom merce ce Ma Maced cedoni onia a EHI Ret Retail ail Ins Instit titute ute Euro Eu rost stat at Handel Han delsda sdaten ten.de .de Handel Han delsve sverba rband/ nd/ KMU IMF INE & ACE ACEPI PI// IDC ITU. IT U.IN INT T National Nation al Stati Statistics stics Instit Institute ute OC D E Office Offi ce of Natio National nal Sta Statist tistics ics Paym Pa ymen entw twal alll Post Po stNo Nord rd Qua Qu and ndll Roya Ro yall Ma Mail il SBB (Stati (Statistics stics Norwa Norway) y) Slide Sli deSh Shar are e Stat St atis ista ta Stati St atisti stik k Au Austr stria ia Ukrop Ukr opos osht hta a Ukrs Uk rsta tatt
- UnCtad - United Na Nattion - Wi Wire red d - World Worldome ometers ters
About Ecommerce Operations Ourr Hi Ou History story Ecommerce Operations is an independent organization, initiated by worldwide national ecommerce associations and online and omnichannel selling companies from industries such as retail, travel & finance.
Why Wh y Ec Ecomme ommerce rce Op Ope era rations? tions? Our mission is to foster global digital trade as peace is the natural effect of trade. By facilitating digital commerce we hope to make the world a slightly better place.
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