Ecommerce Quotes

To keep it short, the majority of the ecommerce websites are not giving enough reasons to the customers as to why they should pick them over others.

Footwear, apparel, accessories, cosmetics - they all belong to the ecommerce category or retail category, but they all are very different industries and require their own research.

No product irrespective of how great it is can sell itself without being discovered with the power of marketing.

Demand is one of those factors which decide the fate of your business.

The change from shopping in-stores to shopping online didn’t happen overnight. It was a big cultural change which took many years.

Word-of-mouth marketing is great. It can help you enter the market, but it cannot help you stay in the market or achieve rapid long-term growth.

Launching a similar product still needs some kind of differentiation.

The process of decision-making can become efficient and effective, if the right information is handy on time.

Marketing needs to be ethical. Anything which is not is generally a wrong marketing technique.

The future of your business depends on what kind of decisions you are going to make.

The fear of the unknown is deadly for our personal growth as well as for the growth of our business.

Perfecting a product which is not selling is a waste of time and energy.

While Uber was more a business-like limo car sharing, Lyft was more casual. Though with time, that distinction has become less prominent, but this definitely helped them in the starting stage.

Even if your customer is not an adult, always remember that they are way smarter than you think. Kids know exactly what they want, and they have the power of influencing their parents’ decisions.

If you want your customers to start eating spinach flavored ice cream, your idea won’t need as much cultural change as it will if you want your customers to start taking a coffee pill in the morning instead of fresh brewed coffee. Obviously, the latter will require more efforts and more marketing.

If we want to survive this economic collapse, new mandatory school subjects should be eCommerce, Chinese, spirituality and aesthetics.

At Mayflower-Plymouth, we are excited to invest in the evolution of a lot of different industries from IP to E-commerce to Transportation to Real Estate and more. But in every case, the goal is to add value and make things better. We are an investment company with soul and with purpose.

In a world where consumers had limited choice, you needed to compete for locations,” says Ross, who went on to cofound eCommera, a British e-commerce advisory firm. “But in a world where consumers have unlimited choice, you need to compete for attention. And this requires something more than selling other people’s products.

In October 2014, Alibaba Group Holding Ltd. went public on the New York Stock Exchange (NYSE) and raised $25 billion, marking it as the largest IPO in history. Alibaba is also one of the largest e-commerce platforms in the world.

This was the beginning of surveillance capitalism, and the end of the Internet as I knew it. Now, it was the creative Web that collapsed, as countless beautiful, difficult, individualistic websites were shuttered. The promise of convenience led people to exchange their personal sites—which demanded constant and laborious upkeep—for a Facebook page and a Gmail account. The appearance of ownership was easy to mistake for the reality of it. Few of us understood it at the time, but none of the things that we’d go on to share would belong to us anymore. The successors to the e-commerce companies that had failed because they couldn’t find anything we were interested in buying now had a new product to sell. That new product was Us.

Netiquette makes being a 'goody goody' online cool for everyone because we all have to get along. NetworkEtiquette.net

e-Commerce makes it easy to spend money. Netiquette makes you aware hidden fees. NetworkEtiquette.net

If you can't measure it, you can't improve it" - Peter Drucker

E-Commerce is where shoppers are the loneliest.

you’re good enough, you’re smart enough…and doggone it, people like you.

Great merchants have never had the opportunity to understand their customers in a truly individualized way,” he said. “E-commerce is going to make that possible.”13

Google prefers a site that’s dynamic and frequently updated.  This doesn’t mean that every page needs to change every day, but the addition and modification of content on the pages can enhance the experience for your customers and the search engines.

The lesson here is that you cannot hate marketing if you’re in business! It’s 100% a mentality issue. You may have the best product in a specific niche, but you can’t be successful until you accept that your business is marketing and the product is just the thing you sell.

Every business needs capital. Whether we’re talking about a barbershop or a bank, a boutique e-commerce store or a hotdog stand. Whether we’re talking about a restaurant or a clothing store, a giant like Walmart, or the local bodega that’s owned by a local family. They all need capital.

As Peter Drucker said, “In a few hundred years, when the history of our time will be written from a long-term perspective, it is likely that the most important event historians will see is not technology, not the Internet, not e-commerce. It is an unprecedented change in the human condition.

We are not an e-commerce company, although we have the largest e-commerce business in the world. We’re not eBay. We do not buy and sell. We help people become an e-commerce company. We enable other companies to do e-commerce. This is the difference between us and Amazon. We believe every company should be an Amazon.

Unlike IR #2, the digital revolution IR #3 had a less powerful overall effect on productivity growth, and the main effect of its inventions occurred in the relatively short interval of 1996 to 2004, when the invention of the Internet, web browsers, search engines, and e-commerce created a fundamental change in business practices and procedures that was reflected in a temporary revival of productivity growth.

Genisys, a Google Adwords-certified leading Digital Marketing Agency is operating multi facet digital services throughout India specializing in Web development, Web design, Software development, Digital marketing services which include-SEO (Search Engine Optimization), SMM (Social Media Marketing), PPC(Pay Per Click), Email marketing, Content marketing, Mobile marketing, Affiliate marketing, Brand marketing and promotion, inbound marketing, Local Business Marketing, Business listing solution, Video brochure, Ecommerce solution, CRM service, Reputation Management, Online Presence analysis, Conversion Rate Optimization, Goggle service and so on to keep up with the high-tech advanced digital world and connecting the clients goal to reality through creative designers, digital strategists and specialized innovative team.

this change has been a conscious choice, the result of a systematic effort on the part of a privileged few. The early rush to turn commerce into e-commerce quickly led to a bubble, and then, just after the turn of the millennium, to a collapse. After that, companies realized that people who went online were far less interested in spending than in sharing, and that the human connection the Internet made possible could be monetized. If most of what people wanted to do online was to be able to tell their family, friends, and strangers what they were up to, and to be told what their family, friends, and strangers were up to in return, then all companies had to do was figure out how to put themselves in the middle of those social exchanges and turn them into profit. This was the beginning of surveillance capitalism, and the end of the Internet as I knew it.

Consumption is a universal phenomenon. All humans consume varieties of products, many of which beyond actual necessity, because it activates the brain's reward center. And the more a certain product activates the reward center with its unique characteristics or its predominant social stature, the more that product gets chiseled into the long-term memory of the consumer, making it a fundamental part of the individual's psychological well being. Thus the human mind grows a deep psychological bond with a product. And this bond can grow so strong in time that it would defend itself from all sorts of criticisms. It is the brain's way to maintain its internal purely individualistic well being. Hence, a strong psychological bond between the mind and a product slowly not only becomes invincible to criticisms, but also, develops its own cognitive immune system against such criticisms.

During the globalization wave, Amazon had lost the battle for e-commerce to Ebay, the battle for digital media to Apple, and the battle for technology innovation to Google. Bezos was hungry to re-invent Amazon over a decade after it was founded. The two masterstrokes of Bezos that created new revenue streams by renting out Amazon’s infrastructure – Amazon Prime and Amazon Web Services (AWS) – were at the time, shots in the dark. They would end up turning things around.

As Peter Drucker said, “In a few hundred years, when the history of our time will be written from a long-term perspective, it is likely that the most important event historians will see is not technology, not the Internet, not e-commerce. It is an unprecedented change in the human condition. For the first time – literally – substantial and rapidly growing numbers of people have choices. For the first time, they will have to manage themselves. And society is totally unprepared for it.”4

The technology has proven so valuable that SpaceX’s competitors have started to copy it and have tried to poach some of the company’s experts in the field. Blue Origin, Jeff Bezos’s secretive rocket company, has been particularly aggressive, hiring away Ray Miryekta, one of the world’s foremost friction stir welding experts and igniting a major rift with Musk. “Blue Origin does these surgical strikes on specialized talent* offering like double their salaries. I think it’s unnecessary and a bit rude,” Musk said. Within SpaceX, Blue Origin is mockingly referred to as BO and at one point the company created an e-mail filter to detect messages with “blue” and “origin” to block the poaching. The relationship between Musk and Bezos has soured, and they no longer chat about their shared ambition of getting to Mars. “I do think Bezos has an insatiable desire to be King Bezos,” Musk said. “He has a relentless work ethic and wants to kill everything in e-commerce. But he’s not the most fun guy, honestly.

Recent estimates have Chinese companies outstripping U.S. competitors ten to one in quantity of food deliveries and fifty to one in spending on mobile payments. China’s e-commerce purchases are roughly double the U.S. totals, and the gap is only growing. Data on total trips through ride-hailing apps is somewhat scarce, but during the height of competition between Uber and Didi, self-reported numbers from the two companies had Didi’s rides in China at four times the total of Uber’s global rides. When it comes to rides on shared bikes, China is outpacing the United States at an astounding ratio of three hundred to one.

Every year or so I like to take a step back and look at a few key advertising, marketing, and media facts just to gauge how far removed from reality we advertising experts have gotten. These data represent the latest numbers I could find. I have listed the sources below. So here we go -- 10 facts, direct from the real world: E-commerce in 2014 accounted for 6.5 percent of total retail sales. 96% of video viewing is currently done on a television. 4% is done on a web device. In Europe and the US, people would not care if 92% of brands disappeared. The rate of engagement among a brand's fans with a Facebook post is 7 in 10,000. For Twitter it is 3 in 10,000. Fewer than one standard banner ad in a thousand is clicked on. Over half the display ads paid for by marketers are unviewable. Less than 1% of retail buying is done on a mobile device. Only 44% of traffic on the web is human. One bot-net can generate 1 billion fraudulent digital ad impressions a day. Half of all U.S online advertising - $10 billion a year - may be lost to fraud. As regular readers know, one of our favorite sayings around The Ad Contrarian Social Club is a quote from Noble Prize winning physicist Richard Feynman, who wonderfully declared that “Science is the belief in the ignorance of experts.” I think these facts do a pretty good job of vindicating Feynman.

Social networks including Facebook, Twitter and Pinterest took a step closer to offering ecommerce on their own platforms this week, as the battle to win over retailers hots up. Facebook announced on Thursday it is trialling a “buy” button to allow people to purchase a product without ever leaving the social network’s app. The initial test, with a handful of small and medium-sized businesses in the US, could lead to more ecommerce companies buying adverts on the network. It could also allow Facebook to compile payment information and encourage people to make more transactions via the platform as it would save them typing in card numbers on smartphones. But the social network said no credit or debit card details will be shared with other advertisers. Twitter acquired CardSpring, a payments infrastructure company, this week for an undisclosed price as part of plans to feature more ecommerce around live events or, as it puts it, “in-the-moment commerce experiences”. CardSpring connects payment details with loyalty cards and coupons for transactions online and in stores. The home of the 140-character message hired Nathan Hubbard, former chief executive of Ticketmaster, last year to work on creating an ecommerce product. It has since worked with Amazon, to allow people to add things to their online basket by tweeting, and with Starbucks to encourage people to tweet to buy a coffee for a friend.

a young Goldman Sachs banker named Joseph Park was sitting in his apartment, frustrated at the effort required to get access to entertainment. Why should he trek all the way to Blockbuster to rent a movie? He should just be able to open a website, pick out a movie, and have it delivered to his door. Despite raising around $250 million, Kozmo, the company Park founded, went bankrupt in 2001. His biggest mistake was making a brash promise for one-hour delivery of virtually anything, and investing in building national operations to support growth that never happened. One study of over three thousand startups indicates that roughly three out of every four fail because of premature scaling—making investments that the market isn’t yet ready to support. Had Park proceeded more slowly, he might have noticed that with the current technology available, one-hour delivery was an impractical and low-margin business. There was, however, a tremendous demand for online movie rentals. Netflix was just then getting off the ground, and Kozmo might have been able to compete in the area of mail-order rentals and then online movie streaming. Later, he might have been able to capitalize on technological changes that made it possible for Instacart to build a logistics operation that made one-hour grocery delivery scalable and profitable. Since the market is more defined when settlers enter, they can focus on providing superior quality instead of deliberating about what to offer in the first place. “Wouldn’t you rather be second or third and see how the guy in first did, and then . . . improve it?” Malcolm Gladwell asked in an interview. “When ideas get really complicated, and when the world gets complicated, it’s foolish to think the person who’s first can work it all out,” Gladwell remarked. “Most good things, it takes a long time to figure them out.”* Second, there’s reason to believe that the kinds of people who choose to be late movers may be better suited to succeed. Risk seekers are drawn to being first, and they’re prone to making impulsive decisions. Meanwhile, more risk-averse entrepreneurs watch from the sidelines, waiting for the right opportunity and balancing their risk portfolios before entering. In a study of software startups, strategy researchers Elizabeth Pontikes and William Barnett find that when entrepreneurs rush to follow the crowd into hyped markets, their startups are less likely to survive and grow. When entrepreneurs wait for the market to cool down, they have higher odds of success: “Nonconformists . . . that buck the trend are most likely to stay in the market, receive funding, and ultimately go public.” Third, along with being less recklessly ambitious, settlers can improve upon competitors’ technology to make products better. When you’re the first to market, you have to make all the mistakes yourself. Meanwhile, settlers can watch and learn from your errors. “Moving first is a tactic, not a goal,” Peter Thiel writes in Zero to One; “being the first mover doesn’t do you any good if someone else comes along and unseats you.” Fourth, whereas pioneers tend to get stuck in their early offerings, settlers can observe market changes and shifting consumer tastes and adjust accordingly. In a study of the U.S. automobile industry over nearly a century, pioneers had lower survival rates because they struggled to establish legitimacy, developed routines that didn’t fit the market, and became obsolete as consumer needs clarified. Settlers also have the luxury of waiting for the market to be ready. When Warby Parker launched, e-commerce companies had been thriving for more than a decade, though other companies had tried selling glasses online with little success. “There’s no way it would have worked before,” Neil Blumenthal tells me. “We had to wait for Amazon, Zappos, and Blue Nile to get people comfortable buying products they typically wouldn’t order online.

Patrick Vlaskovits, who was part of the initial conversation that the term “growth hacker” came out of, put it well: “The more innovative your product is, the more likely you will have to find new and novel ways to get at your customers.”12 For example: 1. You can create the aura of exclusivity with an invite-only feature (as Mailbox did). 2. You can create hundreds of fake profiles to make your service look more popular and active than it actually is—nothing draws a crowd like a crowd (as reddit did in its early days). 3. You can target a single service or platform and cater to it exclusively—essentially piggybacking off or even stealing someone else’s growth (as PayPal did with eBay). 4. You can launch for just a small group of people, own that market, and then move from host to host until your product spreads like a virus (which is what Facebook did by starting in colleges—first at Harvard—before taking on the rest of the population). 5. You can host cool events and drive your first users through the system manually (as Myspace, Yelp, and Udemy all did). 6. You can absolutely dominate the App Store because your product provides totally new features that everyone is dying for (which is what Instagram did—twenty-five thousand downloads on its first day—and later Snapchat). 7. You can bring on influential advisors and investors for their valuable audience and fame rather than their money (as About.me and Trippy did—a move that many start-ups have emulated). 8. You can set up a special sub-domain on your e-commerce site where a percentage of every purchase users make goes to a charity of their choice (which is what Amazon did with Smile.Amazon.com this year to great success, proving that even a successful company can find little growth hacks). 9. You can try to name a Planned Parenthood clinic after your client or pay D-list celebrities to say offensive things about themselves to get all sorts of publicity that promotes your book (OK, those stunts were mine).

Some of these bots are already arriving in 2021 in more primitive forms. Recently, when I was in quarantine at home in Beijing, all of my e-commerce packages and food were delivered by a robot in my apartment complex. The package would be placed on a sturdy, wheeled creature resembling R2-D2. It could wirelessly summon the elevator, navigate autonomously to my door, and then call my phone to announce its arrival, so I could take the package, after which it would return to reception. Fully autonomous door-to-door delivery vans are also being tested in Silicon Valley. By 2041, end-to-end delivery should be pervasive, with autonomous forklifts moving items in the warehouse, drones and autonomous vehicles delivering the boxes to the apartment complex, and the R2-D2 bot delivering the package to each home. Similarly, some restaurants now use robotic waiters to reduce human contact. These are not humanoid robots, but autonomous trays-on-wheels that deliver your order to your table. Robot servers today are both gimmicks and safety measures, but tomorrow they may be a normal part of table service for many restaurants, apart from the highest-end establishments or places that cater to tourists, where the human service is integral to the restaurant’s charm. Robots can be used in hotels (to clean and to deliver laundry, suitcases, and room service), offices (as receptionists, guards, and cleaning staff), stores (to clean floors and organize shelves), and information outlets (to answer questions and give directions at airports, hotels, and offices). In-home robots will go beyond the Roomba. Robots can wash dishes (not like a dishwasher, but as an autonomous machine in which you can pile all the greasy pots, utensils, and plates without removing leftover food, with all of them emerging cleaned, disinfected, dried, and organized). Robots can cook—not like a humanoid chef, but like an automated food processor connected to a self-cooking pot. Ingredients go in and the cooked dish comes out. All of these technology components exist now—and will be fine-tuned and integrated in the decade to come. So be patient. Wait for robotics to be perfected and for costs to go down. The commercial and subsequently personal applications will follow. By 2041, it’s not far-fetched to say that you may be living a lot more like the Jetsons!

Give us an idea of…” Noya Baram rubs her temples. “Oh, well.” Augie begins to stroll around again. “The examples are limitless. Small examples: elevators stop working. Grocery-store scanners. Train and bus passes. Televisions. Phones. Radios. Traffic lights. Credit-card scanners. Home alarm systems. Laptop computers will lose all their software, all files, everything erased. Your computer will be nothing but a keyboard and a blank screen. “Electricity would be severely compromised. Which means refrigerators. In some cases, heat. Water—well, we have already seen the effect on water-purification plants. Clean water in America will quickly become a scarcity. “That means health problems on a massive scale. Who will care for the sick? Hospitals? Will they have the necessary resources to treat you? Surgical operations these days are highly computerized. And they will not have access to any of your prior medical records online. “For that matter, will they treat you at all? Do you have health insurance? Says who? A card in your pocket? They won’t be able to look you up and confirm it. Nor will they be able to seek reimbursement from the insurer. And even if they could get in contact with the insurance company, the insurance company won’t know whether you’re its customer. Does it have handwritten lists of its policyholders? No. It’s all on computers. Computers that have been erased. Will the hospitals work for free? “No websites, of course. No e-commerce. Conveyor belts. Sophisticated machinery inside manufacturing plants. Payroll records. “Planes will be grounded. Even trains may not operate in most places. Cars, at least any built since, oh, 2010 or so, will be affected. “Legal records. Welfare records. Law enforcement databases. The ability of local police to identify criminals, to coordinate with other states and the federal government through databases—no more. “Bank records. You think you have ten thousand dollars in your savings account? Fifty thousand dollars in a retirement account? You think you have a pension that allows you to receive a fixed payment every month?” He shakes his head. “Not if computer files and their backups are erased. Do banks have a large wad of cash, wrapped in a rubber band with your name on it, sitting in a vault somewhere? Of course not. It’s all data.” “Mother of God,” says Chancellor Richter, wiping his face with a handkerchief.

The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” George Bernard Shaw On a cool fall evening in 2008, four students set out to revolutionize an industry. Buried in loans, they had lost and broken eyeglasses and were outraged at how much it cost to replace them. One of them had been wearing the same damaged pair for five years: He was using a paper clip to bind the frames together. Even after his prescription changed twice, he refused to pay for pricey new lenses. Luxottica, the 800-pound gorilla of the industry, controlled more than 80 percent of the eyewear market. To make glasses more affordable, the students would need to topple a giant. Having recently watched Zappos transform footwear by selling shoes online, they wondered if they could do the same with eyewear. When they casually mentioned their idea to friends, time and again they were blasted with scorching criticism. No one would ever buy glasses over the internet, their friends insisted. People had to try them on first. Sure, Zappos had pulled the concept off with shoes, but there was a reason it hadn’t happened with eyewear. “If this were a good idea,” they heard repeatedly, “someone would have done it already.” None of the students had a background in e-commerce and technology, let alone in retail, fashion, or apparel. Despite being told their idea was crazy, they walked away from lucrative job offers to start a company. They would sell eyeglasses that normally cost $500 in a store for $95 online, donating a pair to someone in the developing world with every purchase. The business depended on a functioning website. Without one, it would be impossible for customers to view or buy their products. After scrambling to pull a website together, they finally managed to get it online at 4 A.M. on the day before the launch in February 2010. They called the company Warby Parker, combining the names of two characters created by the novelist Jack Kerouac, who inspired them to break free from the shackles of social pressure and embark on their adventure. They admired his rebellious spirit, infusing it into their culture. And it paid off. The students expected to sell a pair or two of glasses per day. But when GQ called them “the Netflix of eyewear,” they hit their target for the entire first year in less than a month, selling out so fast that they had to put twenty thousand customers on a waiting list. It took them nine months to stock enough inventory to meet the demand. Fast forward to 2015, when Fast Company released a list of the world’s most innovative companies. Warby Parker didn’t just make the list—they came in first. The three previous winners were creative giants Google, Nike, and Apple, all with over fifty thousand employees. Warby Parker’s scrappy startup, a new kid on the block, had a staff of just five hundred. In the span of five years, the four friends built one of the most fashionable brands on the planet and donated over a million pairs of glasses to people in need. The company cleared $100 million in annual revenues and was valued at over $1 billion. Back in 2009, one of the founders pitched the company to me, offering me the chance to invest in Warby Parker. I declined. It was the worst financial decision I’ve ever made, and I needed to understand where I went wrong.

Putting It All together Most applications only have a small number of critical user paths. For an eCommerce application, they might be: Browsing the product catalog Buying a product Creating an account Logging in (including password reset) Checking order history As long as those five things are working, the developers don’t need to be woken up in the middle of the night to fix the application code. (Ops is another story.) Those functions can likely be covered with five coarse-grained, Capybara tests that run in under two minutes total.

Use Secure Sites: It is proper netiquette to use secure websites whenever possible. NetworkEtiquette.net

Alibaba took its IPO to investors in a roadshow, having priced the offering at between $60 and $66 a share. This could value the Chinese e-commerce firm at around $160 billion when it lists in New York, which is close to Amazon’s current market valuation. With reports that its order book is already full, Alibaba is likely to raise $20 billion or more on its stockmarket debut, and possibly be the most lucrative IPO ever.

For example, for most of our loyal repeat customers, we do surprise upgrades to overnight shipping, even though we only promise them standard ground shipping when they choose the free shipping option. In conjunction with that, we run our warehouse 24/7, which actually isn’t the most efficient way to run a warehouse. The most efficient way to run a warehouse is to let the orders pile up, so that when a warehouse worker needs to walk around the warehouse to pick the orders, the picking density is higher, so the picker has less of a distance to walk. But we’re not trying to maximize for picking efficiency. We’re trying to maximize the customer experience, which in the e-commerce business is defined in part by getting orders out to our customers as quickly as possible. The combination of a 24/7 warehouse, surprise upgrades to overnight shipping, and having our warehouse located just fifteen

Right now there is a prime opportunity for all of us to change the rules of the game through e-commerce and shift the balance in favor of entrepreneurs like you. The Internet levels the playing field and gives everyone - be they big or small - a chance.

Abt Draws from a trove of personal experience to create a vivid account of the people and place. Along the way, Abt addresses big questions such as economic reform and practical ones such as how to use e–commerce to achieve brand recognition in North Korea.

Abt Draws from a trove of personal experience to create a vivid account of the people and place. Along the way, Abt addresses big questions such as economic reform and practical ones such as how to use e–commerce to achieve brand recognition in North Korea.

Anthony Robbins quotes is, “What’s talked about is a dream. What’s envisioned is exciting. What’s planned becomes possible. What’s scheduled is real.

Alibaba reported record sales of $9.3 billion on “ Singles Day”, easily beating last year’s figure of $5.8 billion. Singles Day is by far the biggest day of the year for online retailers. Jack Ma, boss of the e-commerce giant, said that 275m packages would be shipped from orders made on November 11th. The day was originally dedicated to Chinese singletons but has recently morphed into a frenzy of consumerism.

You do not have to be first; you just have to be better.

Value is what the customer perceives it to be, not what you think it is. Provide them a solution they want, and you’re golden.

The best niche strategies incorporate products that offer a lot of opportunity for add-on or “cross selling” OR include disposable products that the customer will need again. 

Create tabs with e-mail opt-in sign-up boxes. Go into Facebook and create another application tab that says “sign up to get special offers.” A

Last year, for example, Etsy acquired Grand St., an online seller of new electronics products. The Grommet, which is majority owned by Japanese e-commerce giant Rakuten, is another site dedicated to introducing shoppers to the latest inventions from small shops or individuals. Amazon has

any individual can create a word class online store for less than the cost of their cable bill.

Your website is your product and you won’t succeed unless it’s professional, pleasing and well designed.

for every 100 in funding for e-commerce companies, 40 went to firms founded by an Agarwal”.

Woody Allen said that “80% of success is just showing up.”  I’d argue that 100% of success is showing up every day

Amazon.com is introducing a referral service to help people to get projects and chores done around their homes. The system, called Amazon Home Services, is the e-commerce company’s latest attempt to expand its empire beyond online shopping. It was introduced on Monday across the United States after several months of testing in New York,

Heading Tags or Headers The language used to build a web page is known as HTML.  It’s a markup language that tells a website browser how a web page should be displayed.  Head tags or “heading tags” are used to create headlines or bold sub-headers on a page.  Just like in a newspaper, headlines denote importance on a topic.  They may be all someone reads as they skim the page, so Google puts special emphasis on the H1-H6 tags used to create these headings.  You will want your keywords to appear in these headers in a logical, natural way to boost the on-page optimization of your site’s pages.

SEO should never trump copywriting.  You need to write for your customers first and let SEO be a byproduct of good copywriting.  Just don’t ignore SEO.

Digital India can deliver $500bn in new wealth & take India from 5 % of global GDP to 15 % by 2025, if entrepreneurs are supported & loved

Best time to cost cutting, dialup monetization & streamline processes is not when you do not have capital but you have a lot of capital.

Top 5 things for an entrepreneur are: vision, obsession, salesmanship, compassion & contagious energy. If you have them, you will be able to withstand any weather

Founders know what to show at what stage of cap raising. I see early stage raising little yet trying 2 show a lot. Match stage with deliverable.

Only rocket science is startup way of doing things. Most entrepreneurs suffer from dilussion of grandeur, speed to market & prototyping.

Time for original thinking, long term approach, innovation, Building great products, large scales, & solving challenging problems. Enough of myopic/weak startups in India.

It takes minimum of two decades for a new industry to shape-up, until then do not apply judgments & prejudice. Let Ecommerce breathe and blossom.

If you find 9-5 job suffocating, defined role limiting, pace slow, no newness, work politics, u will blossom in startup, will not look back

Script Technology deals in web design, application development and business process outsourcing. We also specialize in creating, maintaining and operating e-businesses while managing and enhancing your web profile.

In USA Ecommerce is Dessert, In China It Is A maincourse But In India It Is A Seven Course Meal.

For ecommerce data derived from digital experiences, such as the keywords and phrases from search engines to the frequency of purchases of various customer segments, data is most often not normally distributed. Thus, much of the classic and Bayesian statistical methods taught in schools are not immediately applicable to digital ecommerce data. That does not mean that the classic methods you learned in college or business school do not apply to digital data; it means that the best analysts understand this fact.

Average conversion rates for most e-commerce websites are typically low—usually around 1–2 percent—due to the high commitment level needed from the visitor.

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When watching people use gadgets and software, we need to remember that the way they’re making use of their context is largely being determined by the structures available to them. Often, I have heard e-commerce clients complain that their customers are using the online shopping cart improperly, as a sort of wish-list, even when the site provides a separate wish-list function. Though when you look at the environment neutrally as a cluster of environmental structures, it becomes clear that Add to Cart is usually a much easier and quicker function to find and use than Add to Wish-List — the button tends to be more prominent, more available, and the “Cart” itself is always represented somewhere (normally as a concrete metaphor with a picture of a cart) regardless of where the user is shopping. Why wouldn’t the user make use of such an available, straightforward environmental structure over a less-available abstraction?

Building relationships or communicating is all about providing your visitors with good, useful, reliable content, advice, information and tips and tricks, and of course, product offers mixed in.

With your conversion strategy, you need to take your site visitors by the hand from site entry to exit (with a sale) in as few steps as possible and as fast as possible, with as little resistance as possible.

The relationship between Musk and Bezos has soured, and they no longer chat about their shared ambition of getting to Mars. “I do think Bezos has an insatiable desire to be King Bezos,” Musk said. “He has a relentless work ethic and wants to kill everything in e-commerce. But he’s not the most fun guy, honestly.”fn3 In

Core values and culture are the only common thread for a company that can ensure that people with differen educaiton, upbringing, training, expoure, personality, geneder or race can work for a common goals

A great product is when you are never done building it

Hisotry has shown again and again that a small group of highly determined people can achieve impossible things

Delivering excitement, innovation and freshness, Kapdaclick is an e-commerce channel that promises to offer an exquisite range of lifestyle products. Kapdaclick brings customers the latest fashionable clothing, accessories, home decor selections and style of living assortment. Not just grown-ups, there's an abundance of collection for kids as well. We strive to make your shopping hassle-free with our - authenticated prices and timely delivery services with heart winning offers- bringing you a user-friendly experience when looking for your favorite outfit. Our designs, cleverly inspired by a perfect blend of Indian heritage and international flair, come alive through our products, which are ideal additions to your fashion, home, office, or for gifting. Give us a chance to be your instant online fashion destination.kapdaclick.com

Nothing comes from highly planned and organized efforts but start-up energy and passion and newness cause chaos, confusion and ambiguity and that results into great product, platform, innovation and even socail revolution

Be data driven or just rely on your luck, while luck is important, if you can not measure, you can not control

It is better to be lucky than smart

E-commerce e tv digitale, parte la sfida Ue dei tablet senza frontiere L’Europa vuole creare un mercato unico del web, ma finora chi ha un abbonamento per film e partite di calcio non può usarlo su smartphone e computer se si trova all’estero Marco Zatterin | 801 parole Il nemico si chiama «geoblocking» e colpisce un consumatore europeo su due. Gli appassionati di calcio, ad esempio. Succede a chi ha comprato un abbonamento per vedere le partite della squadra del cuore sul tablet, perché vuol essere sicuro di non perdere neanche un match, ovunque si trovi. Ha firmato un contratto con l’operatore nazionale e lo ha pagato con la gioia delle grandi occasioni. Poi, un giorno, decide di regalarsi un viaggio all’estero, convinto che i suoi campioni lo seguiranno. Invece no. Appena passato il confine, la sua tavoletta diventa «straniera» e il servizio inaccessibile. Inutile aver pagato, inutile arrabbiarsi. I diritti finiscono con la frontiera nazionale, sono bloccati dalla geografia. Dal «geoblocking», per l’appunto. Il danno per i consumatori «E’ un male per i consumatori e non aiuta lo sviluppo dell’industria», tuona Andrus Ansip, ex premier estone, responsabile Ue per tutto ciò che è digitale. Bruxelles vorrebbe che il mercato comunitario - dove circolano liberamente cittadini, merci e capitali - fosse un terreno di gioco senza limitazioni ingiustificate anche per il digitale. Se lo immagina come gli Usa, dove Internet e telefonia non cambiano se si è a New York o San Francisco. Da noi i navigatori del web sono 315 milioni, ma solo il 4% dell’offerta di beni e servizi è transfrontaliera. Comandano i mercati nazionali. Se così non fosse, si avrebbero 415 miliardi di affari in più. Il che conviene a tutti. Il progetto di Bruxelles La Commissione si dà cinque anni per creare un «mercato unico digitale» e riformare tutto, dagli acquisti «on line» alle telefonate. Il primo problema che si pone è quello dei diritti. Riguarda la televisione «on demand», quella che si può ordinare lì per lì col telecomando, come il calcio, «il settore più complesso da affrontare». Ogni emittente acquista i diritti della singola serie tv o di un campionato puntando a una fetta precisa di continente. Al contempo, si protegge per evitare che la regola venga violata e «geoblocca». Anche se il limite viene aggirato grazie a furbizie informatiche semplici come Anonymox che cambia la nazionalità dell’indirizzo Internet. Bruxelles propone di aprire il mercato rivedendo le regole del diritto d’autore, ferme al 2001, anno in cui la «tv on demand» era quasi fantascienza. Suggerisce di elaborare schemi in grado di attraversare le frontiere nel rispetto di creativi e produttori. Si tratta di studiare un meccanismo perché ovunque in Europa si possa accedere a qualunque contenitore digitale pagando il giusto. «Si amplia la platea e si scoraggia la pirateria», assicurano alla Commissione. Dove si ammette che il caso pesa di più per le emittenti di lingua inglese che italiana, data l’audience potenziale. Ma che, questo, non modifica l’esigenza. Il «geoblocking» riguarda molti siti commerciali. In Belgio, per esempio, è impossibile comprare un computer dal sito francese di una grande marca che ha un frutto come simbolo: si viene reindirizzati alla pagina bruxellese; la geografia blocca l’acquisto e limita la scelta. Se invece si affitta un’auto in Spagna, ci sono possibilità che - letto l’indirizzo di provenienza del contatto - la stessa vettura costi di più per un tedesco piuttosto che per uno sloveno. In questo caso, la geografia penalizza. In generale, il 52% tutte le esigenze di acquisti transfrontalieri non viene esaudito in un altro paese. «Meno clienti, meno incassi», sottolinea Ansip. Il freno all’e-commerce Lo shopping online viene frenato pure dalla posta. Il 57% dei cittadini dice che il prezzo della spedizione è la ragion per cui non comprano all’estero. Colpa del mercato che non

So, what exactly did these companies do and how did they make use of Facebook Fan Marketing E-Commerce

easing the learning curve of new users is essential to successful ODR implementations. Provide an animated Flash movie, narrated by a human voice, that explains how to use the ODR tools made available to users. Provide extensive documentation and context-sensitive help files, so that users can always get a quick answer to questions that may arise. As one of the focus group participants put it, "The instructions, tour, and attention to detail were all helpful. For me, it was the `fear of the unknown' and the ... belief that [the platform] would be difficult" It is the job of the designers of ODR technology to proactively address this fear and to ease new users into an understanding of how new tools will benefit them. Don't

understanding of how new tools will benefit

for e-commerce websites looking to integrate ODR into their services, don't hide this assurance on a page three clicks away from the homepage. The benefits won't be reaped if the notification of the availability of ODR is not announced on the top levels. Put a sidebar on the customer service page, put it in the privacy policy, or even put a little news item on the homepage. Choose the Web seals you subscribe to and display carefully. Sign up for a seal that has a broader trust-in-transactions connotation,

Conversion rates for e-commerce sites can be measured by looking for the percentage completion rate of visitors who start and finish the checkout process. Average conversion rates for most e-commerce websites are typically low—usually around 1–2 percent—due to the high commitment level needed from the visitor. Highly optimized sites can reach the 15–25 percent conversion rate range.

Conversion rates for lead-generation sites are usually calculated based on the percentage of visitors who begin and complete the lead generation form or process. Average conversion rates are often higher for lead-generation websites since the commitment required (such as providing an e-mail address) is a lot lower than for an e-commerce purchase.

Determine the 80/20. Most e-commerce sites make 80 percent of their revenue off 20 percent of their inventory. Understand what that 20 percent is,

Promote best sellers. Many e-commerce sites will have a list of best sellers. Promote those best sellers to all of your new visitors. This will help decrease the time it takes someone to actually purchase items. People want to be told exactly what to purchase. Displaying your best sellers across your website is a great way to do that.