Vendidit的动态

?? Big News in #eCommerce! ?? As the eCommerce landscape continues to evolve, significant changes are happening. According to a recent article on Seeking Alpha, #logistics startup Stord has acquired the eCommerce fulfillment services operations of Pitney Bowes. This strategic move highlights the shifting dynamics within our industry. Would love to hear your thoughts on how this will impact the industry? Leave your comments below! https://lnkd.in/e4De4Xzm #Retailing #Fashion #Beauty #CrossBorder Shopify Woo BigCommerce Adobe Commerce Avalara Zonos

In the dynamic realm of e-commerce, efficient logistics play a pivotal role in the success of online businesses. RichInsight is proud to announce its strategic partnership with Octopia Fulfillment, a rapidly expanding French e-commerce logistics service provider ???? As part of Octopia Fulfillment's continuous efforts to enhance its logistics network, the company has recently launched their newest warehouse in the UK. This development marks a significant stride toward reinforcing its presence in the region and offering unparalleled fulfillment services to e-sellers. ?? In this blog post, we will delve into the importance of fulfillment in scaling e-commerce businesses and how Octopia Fulfillment can be the game-changer for online entrepreneurs: https://lnkd.in/ezm5S3u8 #ecommerce #marketplaces #ecommercesuccess #marketplacetrends2024 #onlineshopping #marketplacetips #esellers #fulfilmentservices

If I were sitting at KKR or Shopify holding the senior debt at Flexport, I’d be benchmarking the asset and asking serious questions. Between NFI partnering with Transfix and UNIS rolling out Item.com as cash flow-positive competitors, both backed by large real estate balance sheets, I’m struggling to understand Flexport’s business case if/when they seek additional capital. Both competitors have developed automation, integrations, and partnerships in a fraction of the time. Most importantly, they have a proven track record of self-funding innovation with sustainable cost structures and the best tech talent I’ve encountered, consistently leaving their VC-funded competitors barely visible in the rearview mirror. My takeaway: When leaders focus on building a superior product rather than merely promoting it, the product always wins! #transloading #ecommerce #warehousing #distribution

Case Study: How 3PL Warehousing Helped Scale a Startup In the dynamic landscape of startups, scaling operations efficiently can be a make-or-break challenge. For one innovative tech startup, leveraging Third-Party Logistics (3PL) warehousing proved instrumental in overcoming this hurdle and achieving rapid growth. Facing initial constraints with in-house logistics management, the startup turned to a specialized 3PL provider. By outsourcing warehousing and distribution, they gained access to a robust infrastructure without the hefty upfront investment. This allowed them to focus resources on core competencies like product development and marketing. The strategic partnership with the 3PL provider offered scalable solutions tailored to fluctuating demand. Flexible storage options and streamlined logistics processes ensured swift order fulfillment, enhancing customer satisfaction and retention. Moreover, the startup benefited from improved inventory management and reduced operational costs, optimizing their financial efficiency. As a result, the startup swiftly expanded its market reach and product offerings, exceeding growth projections. The case exemplifies how smart utilization of 3PL warehousing can empower startups to navigate operational complexities, drive scalability, and accelerate their journey to success in competitive markets. https://labelpackship.com/

Last week Meesho announced the launch of VALMO - its own logistics business. In 12 months of operations, VALMO processes ~9 Lakh daily orders and ~20% of Meesho’s $5bn GMV. The next 12-month target is for VALMO to process >> 40% of Meesho’s GMV ?? Meesho’s approach to logistics is different from that of Amazon & Flipkart. Time to dive into this: (1) Understanding the 4PL model ?? - Most of us understand 3PL (Third Party Logistics) i.e. there is a delivery firm in between the buyer & the seller - 4PL means there are 2 firms between the buyer & seller. One firm manages the contract of delivery & the other firm does the actual delivery. - VALMO is an example of 4PL since you (Meesho consumer) buy from ABC Ltd (Meesho supplier). VALMO (4PL operator) let’s you track the order; but the delivery is made by XYZ Ltd (a VALMO partner) Note: Grossly simplified; sometimes non-asset 3PL is considered 4PL etc (2) 4PL didn’t work well for Shopify! ?? - Since 2021, Shopify Logistics had been in existence. It paid $450M to acquire 6 River Systems (robotics company for warehousing) back in 2019. - In 2022, it bought Deliverr (logistics company) for $2.1bn; was doing 10 Lakh orders per month. - In 2023, it sold Shopify Logistics to Flexport in exchange for ~13% equity (which at ~$8bn valuation means a loss of ~$1.1bn) and it sold 6 River to Ocado UK for ~$15M (loss of ~$400M) Yikes, not that great…. (3) What does VALMO do? ?? - Value prop: ~5% less delivery cost compared to 3PL players (Shiprocket, Delhivery); savings passed to Seller & Consumer - It is NOT going asset heavy like Flipkart & Amazon which have in-house logistics - Fulfillment is done by 3,000+ SMBs for first & last mile delivery, 10-12 warehouse partners ?? In short, Meesho is trying to replicate its initial “re-seller” playbook i.e. partner with micro-entrepreneurs to deliver a product / service. - Initially, ladies from Tier 2 cities would sell products via Meesho. - Now, VALMO is generating revenue for small / independent trucking firms by giving them contracts to deliver orders to Meesho customers. (4) Can 4PL work for Meesho? ?? - I think YES. Shopify’s DNA was that of a Tech company. Meesho’s DNA is that of an Indian e-commerce company i.e. they understand Field Ops (evident from their re-seller model) therefore they know how to onboard last mile providers - Approach to 4PL is logical: CAPEX / Tech intensive part of logistics (warehousing & dispatch) is left to incumbents like Mahindra Logistics. Last mile is left to the SMBs.. (5) Why wouldn't Meesho just work with 3PLs? ??♂? - Best reason I can think of is that they want to reduce counterparty / external dependency so that they can negotiate better rates on the 3PL partnerships. ? So far, Meesho has done an incredible job: 32% YoY growth in GMV, 77% YoY growth in Ads revenue & a pivot from B2B2C to B2C.. Will be interesting to see how VALMO contributes to the company’s FY23-24 performance & beyond!

Ola's next stop: Scaling up fintech, logistics, e-commerce businesses | Company News: Ola's next stop: Scaling up fintech, logistics, e-commerce businesses. Firm looks to shore up allied ecosystem to complement ride-hailing services.

Delhivery alleges that IPO-bound rival Ecom Express used incorrect numbers in DRHP Delhivery vs Ecomm Express Delhivery has alleged in an exchange filing that its initial public offering (IPO)-bound rival Ecom Express has misrepresented numbers with regards to the two companies' shipment volumes, profitability and capacity metrics in its draft red herring prospectus (DRHP). For example, Delhivery counts a shipment — even if it is not delivered to the destination and returned to origin — only a single shipment. But, Ecom Express counts it as two shipments as the to and fro transportation are billed separately. For this reason, Delhivery's FY24 shipment volume of 740 million is not a like-to-like comparison with Ecom Express' 514 million. As the IPO-bound company made this comparison in its DRHP, it may seem to investors that Delhivery has a less significant lead over the former. “Shipment volume used in the denominator of CPS calculation is not like-to-like – peer likely double-counts RTO shipments, thereby overstating volumes and understating CPS. Peer's CPS will increase by ~Rs 7 (~15%) when adjusted for shipment volumes comparable to Delhivery,” the SoftBank-backed listed logistics company said in its exchange filing. Delhivery also said that it is incorrect to compare the ‘Service EBITDA' of the two companies — a non-statutory metric —- as its exact calculation is defined internally. As such, Ecom Express would not know how Delhivery defined its corporate costs. In the exchange filing, Delhivery also said that it is incorrect to compare any two shipments of the two companies as their customer mix and hence their average weight of shipments are different by Deepsekhar Choudhury https://lnkd.in/gN-93udq

Last week Meesho announced the launch of VALMO - its own logistics business. In 12 months of operations, VALMO processes ~9 Lakh daily orders and ~20% of Meesho’s $5bn GMV. The next 12-month target is for VALMO to process >> 40% of Meesho’s GMV ?? Meesho’s approach to logistics is different from that of Amazon & Flipkart. Time to dive into this: (1) Understanding the 4PL model ?? - Most of us understand 3PL (Third Party Logistics) i.e. there is a delivery firm in between the buyer & the seller - 4PL means there are 2 firms between the buyer & seller. One firm manages the contract of delivery & the other firm does the actual delivery. - VALMO is an example of 4PL since you (Meesho consumer) buy from ABC Ltd (Meesho supplier). VALMO (4PL operator) let’s you track the order; but the delivery is made by XYZ Ltd (a VALMO partner) Note: Grossly simplified; sometimes non-asset 3PL is considered 4PL etc (2) 4PL didn’t work well for Shopify! ?? - Since 2021, Shopify Logistics had been in existence. It paid $450M to acquire 6 River Systems (robotics company for warehousing) back in 2019. - In 2022, it bought Deliverr (logistics company) for $2.1bn; was doing 10 Lakh orders per month.? - In 2023, it sold Shopify Logistics to Flexport in exchange for ~13% equity (which at ~$8bn valuation means a loss of ~$1.1bn) and it sold 6 River to Ocado UK for ~$15M (loss of ~$400M) Yikes, not that great…. (3) What does VALMO do? ?? - Value prop: ~5% less delivery cost compared to 3PL players (Shiprocket, Delhivery); savings passed to Seller & Consumer - It is NOT going asset heavy like Flipkart & Amazon which have in-house logistics - Fulfillment is done by 3,000+ SMBs for first & last mile delivery, 10-12 warehouse partners ?? In short, Meesho is trying to replicate its initial “re-seller” playbook i.e. partner with micro-entrepreneurs to deliver a product / service. Initially, ladies from Tier 2 cities would sell products via Meesho. Now, VALMO is generating revenue for small / independent trucking firms by giving them contracts to deliver orders to Meesho customers. (4) Can 4PL work for Meesho? ?? - I think YES. Shopify’s DNA was that of a Tech company. Meesho’s DNA is that of an Indian e-commerce company i.e. they understand Field Ops (evident from their re-seller model) therefore they know how to onboard last mile providers - Approach to 4PL is logical: CAPEX / Tech intensive part of logistics (warehousing & dispatch) is left to incumbents like Mahindra Logistics. Last mile is left to the SMBs.. (5) Why would Meesho not just work with 3PLs? ??♂ - Best reason I can think of is that they want to reduce counterparty / external dependency so that they can negotiate better rates on the 3PL partnerships. ? So far, Meesho has done an incredible job: 32% YoY growth in GMV, 77% YoY growth in Ads revenue & a pivot from B2B2C to B2C.. Will be interesting to see how VALMO contributes to the company’s FY23-24 performance & beyond! #business #consumerinsights

In today's world, many consumers anticipate receiving their orders by the next day. Once you meet that expectation, it becomes challenging to revert to slower delivery times. The standard for consumer delivery continues to rise, pushing businesses to keep up with these increasing demands. Read More: https://bit.ly/3TUHScu . . . . #conference #Rybalsky #RybalskyConsultingGroup #ecommerce #marketing #business #digitalmarketing #ecommercebusiness #online #socialmediamarketing #amazon #onlineshop #shopping #onlinestore #startup #ecommercewebsite