- A
- Accor, 136–137
- Account management, 69, 140–141, 143
- Added value, from marketplace data, xxiii
- Adeo Group, 164–165
- Adidas, 23
- Adjacent items and categories, 123, 126–128
- Adjustments, post‐launch, 119–120, 166
- Advertising, 143
- AI (artificial intelligence), 160, 164
- Airbnb, 7
- Airbus Helicopters, xviii, 40
- Alibaba, xvi, xvii, 22, 33, 98
- Alternative energy industry, 79–82
- Amazon, 79, 123
- Australian expansion of, 30
- in B2B commerce, 40
- brand identity for, 75
- as competitor, 7, 8, 15
- concerns about emulating, 21
- in early marketplace industry, 98
- eCommerce site of, 126
- hiring digital leaders from, 31, 124
- as model for other marketplaces, xvi, xvii, 33
- omnichannel marketing by, 151
- retail site archetypes of, 22
- return processes at, 145
- scale of, x
- seller sourcing at, 138
- small and specialty suppliers on, 107
- American Auto, 35
- Aniel, 136
- Application programming interfaces (APIs), 85
- Arrow Electronics, 16
- Artificial intelligence (AI), 160, 164
- Assortment:
- growth and increase in, 100–101
- for international expansion, 164–165
- for Minimum Viable Ecosystem, 83–87, 122, 131
- seller strategy and, 138, 139
- unpopular items in, 131–132
- widening, after launch, 127–128, 131, 135–136
- Assortment strategy, 120, 122–137
- for B2B marketplaces, 131, 135–136
- at Carrefour Group, 132–135
- customer data as driver of, 129–130
- deepening core offerings, 123–127, 131
- experimentation with, 128–129
- for industrial marketplaces, 135–136
- at Kroger Co., 123–127
- for optimizing internal operations, 136–137
- for optimizing margin, 130–131
- widening offerings after launch, 127–128, 131, 135–136
- Automation, xxiii, 98, 122, 158–160
- Auto parts industry, 42–43, 135–136
- B
- Balenciaga, 171, 176
- The Bay, 101, 109
- Belhandouz, Vincent, 136
- Best Buy, 15
- Best Buy Canada:
- decision phase at, 24–28, 35
- marketplace for NBCUniversal vs., 32–33
- Mirakl partnership with, xviii
- physical stores of, xx
- service franchise of, 151
- Best practices, marketplace, 97–115
- allaying fears of cannibalization, 99–101
- communicating with stakeholders, 112–114
- difficulty following, 97
- dropshipping, 107–109
- energetically preparing for launch, 97–98
- engaging in change management, 101–104
- protecting and enhancing brand, 109–112
- reaching out to every stakeholder, 98–99
- recruiting and on‐boarding sellers, 104–107
- Better Business Bureau, 44
- Bezos, Jeff, 30
- Big box retailers, 127
- Big brands, 106, 168
- Board of directors, 64, 72, 76, 175
- Boutique goods, xv, 75, 90
- Brain trust, see Steering committee
- Brand:
- broadening, 115
- core, 51, 57
- customer data that contradicts, 128–129
- enhancing, 109–112
- expanding scope of, 73–75
- maintaining identity of, 30–31
- pre‐launch building of, 75–77
- protecting, 51, 57, 109–112
- shaping, for marketplace, 63
- Brand analysis, 75–76
- Brand experience, 107–108, 110–111
- Brand name, for marketplace, 74, 77
- Brand recognition, 50, 106, 168
- Brandt, Jill Ashley, xvi, 79–82
- Brazil:
- Brick‐and‐mortar stores, see Physical stores
- Bricoman, 164
- B2B companies, see Business‐to‐business companies
- B2B marketplaces, see Business marketplaces
- Build stage, 91
- Business case, 17
- Business growth:
- for digital giants, 10
- increasing assortment for, 100–101
- marketplace as vehicle for, xii, xiii, 166
- at Parts Town, 47–52
- Business marketplaces (B2B marketplaces):
- assortment strategy for, 131, 135–136
- buyer's role in, 65
- incentives for performance in, 103–104
- international expansion of, 163
- number of sellers at launch for, 87
- operations teams for, 69
- of Parts Town, 47–52
- popularity of, 169
- retail/consumer marketplaces vs., 41–42
- sales team and, 66
- seller performance in, 146
- of Toyota Material Handling, 42–47
- of TradeSquare, 52–55
- value of physical stores with, 173
- Business models, 32–35, 52–55
- Business‐to‐business (B2B) companies:
- buyers' expectations about, 39–40
- decision phase for, 39–57
- reluctance to embrace marketplace model at, 39–41
- Buyers:
- in development of MVE, 83
- expectations of, 39–40, 142, 145
- marketplace model as threat to, 12–13
- personas of, 71–72
- role of, in marketplaces, 65
- Buy‐in, 36, 132–135
- Buying team, 65, 105
- C
- Cannibalization:
- Carrefour Group, 131–135
- Casino Group, 13
- Catalogs, uploading/harmonizing, 159–160
- Catch Group (CatchOfTheDay):
- buyers' role at, 83
- decision phase at, 28–32, 35–36
- Nati Harpaz at, 53–54, 56
- marketplace for NBCUniversal vs., 33
- visibility at, 32
- Catch of the Decade (Leibovich and Leibovich), 31n1
- Categories of offerings:
- adjacent, 126–128
- in Minimum Viable Ecosystem, 83–87
- Cdiscount, 13
- CEO (chief executive officer), 64, 92
- Change management, 62, 98, 101–104, 114, 115
- Channel conflict, 162
- Chief procurement officer (CPO), 131, 163
- Chochoy, Marc, 150
- Cloud‐based information systems, x–xi, 150
- Commerce, stages of, 8–9
- Commissions, 89–90, 103–104, 155
- Communication. See also Outreach
- about privacy issues, 156
- in B2B marketplaces, 55–56
- with stakeholders, 112–114
- Communications team, 114
- Comparative data, for sellers, 145
- Competition. See also Cannibalization
- for digital giants, 171–172
- eCommerce site as, 45
- marketplace as source of, xi–xii, 22–23
- in online economy, 100
- and prioritization of sellers, 112
- in wholesaler marketplaces, 54
- Competitive advantage, 134
- Conrad Electric, 79, 131, 146
- Consultants, 63, 69–71, 93
- Consumer marketplaces, see Retail marketplaces
- Contact forms, 113
- Continual improvement, 142–146
- Control:
- with dropshipping, 107–108
- in future of marketplace economy, 173
- loss of, 21–22, 132
- Core brand, protecting, 51, 57
- Core business, ground rules and, 63
- Core offerings, 101, 123–127, 131
- Corporate accounts, 42–43
- Cost per transaction, 82
- Cotte, Vincent, 131–135
- Covento, xvi, 79–82
- COVID‐19 pandemic, 16
- B2B marketplace growth in, 40
- eCommerce growth in, 126
- The Knot Worldwide in, 148
- Madewell offerings in, 128
- marketplace business growth in, xii
- sourcing disruptions in, 54, 55
- Super‐Pharm marketplace in, 86
- CPO (chief procurement officer), 131, 163
- Cultural values, 62
- Curation at scale:
- and assortment strategy, 122
- automation for, 98
- defined, xxiii
- expanding assortment with, 166
- importance of, 115
- and numerical targets for offerings, 87
- Currency, 5–7
- Custom acquisition, 170
- Customers:
- anticipating needs of, 24–25, 156
- broadening thinking about, 97
- control for, 173
- expectations of, ix–x, 16
- feedback from, 119–120
- flagship, 168–170
- industrial, 46, 174
- listening to, 48
- marketplace strategy based on, 27
- outreach to, 99
- overwhelming, 122, 124, 128
- popularity of marketplaces with, 170
- promoting marketplace to, 112–114
- Customer acquisition plan, 76–77
- Customer base:
- of The Knot Worldwide, 147–149
- loyalty of, 100
- marketplaces of brands with strong, 50
- user experience and growth of, 72
- using marketplace to expand, 124
- Customer care, 90, 160, 164
- Customer data:
- as driver of assortment strategy, 129–130
- in marketplace model, xi
- privacy of, 156–157
- sharing, with sellers, 121, 142–144, 156
- that contradicts brand, 128–129
- Customer experience, xvi, 82, 141, 164
- Customer loyalty, 83, 100, 154–155
- Customer satisfaction, xii, 154–155, 160
- Customer strategy, 121, 146–157
- at The Knot Worldwide, 147–149
- at Liverpool, 152–155
- physical stores in, 150–156
- and privacy of customer data, 156–157
- and values‐driven shopping, 149–150
- Customer Success teams, 70–71, 91
- D
- DailyDeals.com.au, 28
- Data privacy policy, 156–157
- Dealer council, 44
- Dealer networks, 42–46
- Debenhams, 119
- Decathlon, xviii
- Decision phase, xix–xx
- for B2B companies, 39–57
- and benefits of creating a marketplace, 170–171
- at Best Buy Canada, 24–28
- at Catch Group, 28–32
- fears about marketplaces in, 21–23
- length of, 61
- at NBCUniversal, 32–35
- at Parts Town, 47–52
- for retail companies, 21–36
- at Toyota Material Handling, 42–47
- for TradeSquare, 52–55
- Delamaison.fr, 15
- Delegation, 88–89
- Delgado, Emanuela, 47–51, 102–103
- Deloitte, 3, 46
- Democratization, of online marketplaces, 171–172
- Departure of sellers, 140
- Design stage, 91
- Digital commerce, 66, 173–174
- Digital giants, 10, 167–168, 171–172
- Digital team, 64
- Disintermediation, fear of, 45
- Disruption(s), xvi
- Distribution networks, 146
- Distributors, xx–xxi
- Dropship model, 25–26, 107–109
- E
- eBay:
- and CatchOfTheDay, 28, 29
- marketplace archetype of, 22
- and Melior, 106
- and Splitgames, 4, 7, 8
- Ebrard, Jean‐Baptiste, 152
- eCommerce sites:
- archetypes of, 22
- of Best Buy Canada, 25–26
- of CatchOfTheDay, 29–31
- customer outreach on, 99
- destination shoppers on, 111–112
- evolution of marketplace from, 28–32
- in internet economy, 8–9
- of Kroger Co., 126
- linking marketplace to engine of, 91
- of Liverpool, 152
- marketplace as driver to, 170
- of NBCUniversal, 33–35
- new market insights from, 84
- in omnichannel model, 171
- of Parts Town, 48–51
- promoting marketplace on, 113
- recruiting sellers from other, 105
- refund requests for, 144
- selection at marketplaces vs., 87
- sellers with physical locations and, 137
- of Toyota Material Handling, 44–47
- unfound items on, 128
- eCommerce team, 64, 67
- E‐concessions, 171
- Education, 134, 139
- Electronics industry, 90, 128–129
- El Puerto de Liverpool, 151–155
- Employees, see Internal stakeholders
- “Endless aisle” concept, 125
- Enterprise companies, 136–137, 144
- Enterprise resource planning (ERP) software, 154
- Entrepreneurs, B2B marketplaces for, 52–55
- ERP (enterprise resource planning) software, 154
- Europe, 163–164
- Evangelists for B2B marketplaces, 41
- “Everything stores,” 21, 22, 75
- Executive team, see Steering committee
- Expansion phase, xxiii
- educating internal stakeholders in, 133–134
- international expansion, 163–165
- and Minimum Viable Ecosystem, 78–79, 82–83
- promoting marketplace in, 113–114
- Expectations:
- Experimentation:
- with assortment strategy, 128–129
- in future of marketplace economy, 174–175
- with marketplace, xv, 57, 120, 135
- Expertise, 63, 69–71, 93, 98
- F
- Failed searches, 45–46. See also Unfound items
- Fashion marketplaces, 68–69, 111–112
- Fear(s):
- about adopting marketplace model, xxii, 21–23
- of cannibalization, xxii, 66, 100, 115, 132
- of change, for customers, 48
- of disintermediation, 45
- of loss of control, 132
- managing internal stakeholders', 162
- FedEx, 42
- Feedback, xv, 119–120, 166
- Feldman, Josh, 35
- Finley, Dan, 119
- First‐mover advantage, 41–42
- First‐party (1P) sales:
- archetypes focusing on, 22
- at Catch, 29
- optimizing profit margin on, 129–130
- prioritizing, 111–112
- Flagship customers, 168–170
- Flamand, Xavier, 12
- Flywheel effect, xi, 143
- Fnac, xvii–xviii, 11–14, 17–18, 26
- Foreign sellers, 90
- Fountain, Jodi, 161–162
- France:
- Adeo Group in, 165
- Carrefour marketplace in, 132, 134, 135
- Mirakl's launch in, 14–15
- StopCOVID19 platform in, 40
- Fulfillment, 107–108, 145
- Future Shop, 24, 25, 28
- G
- Galeries Lafayette, 15
- Gannett Digital Ventures, 44
- Geek Squad, 151
- Gennette, Jeff, 169
- Global financial crisis (2008), 43
- GMV (Gross Merchandise Value), 100
- Goldeluxe, 149
- Golf Channel, 34
- Gonzales, Christian, 147–149
- Goodsey, 74
- Google, 160
- Goop, 33–34
- Green, yellow, red approach to assigning priorities, 78–79, 82–83
- Gross Merchandise Value (GMV), 100
- Ground rules, 63, 89–91
- Gucci, 23, 171, 176
- Guichard, Antonino, 152–155
- H
- Halo effect, 162
- Harpaz, Nati, 29–32, 53–56, 69
- Hay‐Sabourin, Thierry, 24–29
- Hertz, 42
- High‐quality sellers:
- account managers for, 140–141
- continual improvement to attract/retain, 142–146
- recruiting, 137–140
- technology to help recruit, 158–159
- High‐touch systems and processes, 39
- Hiring consultants, 63, 69–71, 93
- Home market, 124, 126
- “Hometown Heroes,” 149
- Hospitality industry, 136–137
- Hudson's Bay, ix–x, xvii, xviii
- Huge retail sites, 22
- Human resources team, 66–67
- I
- Incentives, 57, 103–104, 149
- Industrial customers, 46, 174
- Industrial marketplaces, 135–136
- Information system, linking marketplace to, 91
- Intent shoppers, 29
- Internal operations, optimizing, 136–137
- Internal stakeholders (employees):
- change management with, 101–104
- gaining buy‐in from, 132–135
- in launch phase, 121, 161–162
- outreach to, 101–104, 133
- International expansion, 163–166
- Internet economy, 8–9, 146–147
- Investment, in marketplace, 10–11, 162
- Israel, 86, 138–139
- Italy, 165
- K
- Kalmbach, Jody, 123–126
- Kering, 171, 176
- The Knot Worldwide, 147–149
- Kraus, Tom, 41, 67, 106–107, 161
- Kroger Co., 123–127
- L
- Launch phase, 119–166. See also Best practices, marketplace
- adjustments after, 119–120
- assortment strategy in, 122–137
- at Best Buy Canada, 26–27
- at Carrefour Group, 132–135
- customer strategy in, 146–157
- at El Puerto de Liverpool, 152–155
- evolution of marketplace after, 166
- internal stakeholders in, 161–162
- and international expansion, 163–165
- at The Knot Worldwide, 147–149
- at Kroger Co., 123–127
- marketplace technology in, 158–161
- for marketplace with new name, 74
- numerical targets for offerings in, 87
- preparing for, 93 (See also Pre‐launch period)
- seller strategy in, 137–146
- timing of, 119
- Legal documents, 89
- Leibovich, Gabby, 28–32, 53, 83
- Leibovich, Hezi, 28–29, 31, 32, 53, 83
- Leroy Merlin, 88, 164–165
- LinkedIn, 139
- Listening to customers, 48
- Liverpool (El Puerto de Liverpool), 151–155
- Local brands, 106
- Local markets, adapting to, 135, 163, 165
- Long tail of commerce, 22, 125–126, 131–132
- L'Oreal, 161–162
- Loss leaders, 129
- Lottusse, 106
- Louit, Paul, 40
- Low‐margin goods, 129–131
- Loyalty, customer, 83, 100, 154–155
- Lückemeyer, Marius, 64, 78, 101, 130
- Luxury goods and brands, 104, 106, 128–129
- Lyreco Group, 149–150
- M
- McCann, Chris, 73–75
- Machine learning, xxiii
- McKinsey & Company, 41, 144
- Macy's, Inc., xviii, 15, 169, 170
- Madewell, 68–69, 109–111, 128, 149, 156
- Maisonette, xv
- Maisons du Monde, 172
- Management, educating, 133–134
- Manufacturers, xx–xxi
- Marketing:
- multichannel, xx
- omnichannel, 151–155
- search engine, 113, 170
- Marketing plan, 76–77, 112–114
- Marketing strategy, 66
- Marketing team, 66, 98, 99
- Marketplace business team leader, 67
- Marketplace development team, change management by, 101–104
- Marketplace economy:
- buyer expectations in, 142
- demand for experts in, 98
- finding your place in, 175–176
- future of, xxiii–xxiv, 173–175
- seller participation in, 158
- Marketplace model:
- for B2B vs. retail companies, 41–42
- benefits of using, 170–171
- democratization of marketplaces, 171–172
- fears about adopting, 21–23
- growth and dominance of, 23, 167–169
- implementing, as a journey, 176
- need to embrace, xvi–xvii
- optimization in, 172–173
- power of, xi
- reluctance to embrace, 39–41
- in stages of commerce, 8–9
- Marketplace operators:
- advertising and promotions by, 143
- benefits of model for, xi–xii
- in‐store connections for, 151
- Marketplace strategy:
- assembling steering committee, 64–68
- of Best Buy Canada, 27–28
- brand building, 75–77
- defining operations team, 68–69
- determining Minimum Viable Ecosystem, 77–87
- hiring consultants with expertise, 69–71
- of Kroger Co., 124
- mapping out shoppers' journey, 71–72
- and marketing plan, 112–113
- of NBCUniversal, 35
- shortcuts for creating, 87–92
- Marketplace technology, 121, 141, 158–161, 165
- Mass production, 146
- Matchmaking tools, 64
- Maÿrev, 3–4
- Media marketplaces, 32–35
- MediaMarkt, 64, 78, 101, 130
- Merchandising team:
- change management with, 102
- product taxonomy from, 91
- seller recruitment by, 105, 138
- and steering committee, 65
- widening of categories by, 84
- Mexico City, Mexico, 152
- Minimum Viable Ecosystem (MVE), 63, 77–87, 92
- assortment for, 83–87, 122, 131
- for Covento, 79–82
- defined, 78
- sellers in, 120
- for Super‐Pharm, 84–86
- Minimum Viable Product (MVP), 63, 78
- Mirakl (company):
- Best Buy Canada and, 28
- change management by, 103
- flagship customers of, 12, 14–17
- launch of, xviii, 18
- marketplace expertise of, 93
- NBCUniversal and, 34
- Parts Town and, 51
- sentiment analysis by, 164
- speed to market in philosophy of, 154
- StopCOVID19 platform and, 40
- Toyota Material Handling and, 46
- TradeSquare and, 53
- traffic at marketplaces powered by, 114
- Mirakl Connect, 86, 88, 105, 106, 159
- Mitrani, Michael, 84–86
- Mobile platforms, 75, 152
- Momentum, building, 119
- Moore, Evan, xx, 33–35, 175
- Multichannel marketing, xx
- MVE, see Minimum Viable Ecosystem
- MVP (Minimum Viable Product), 63, 78
- N
- Napster, 4
- NBCU Checkout, 34
- NBCUniversal, xx, 32–36, 175
- Needs, customer, 24–25, 156
- Network effects, xi, 5, 171
- Networking services, 105, 138, 140
- Nike, 104
- Numerical targets for offerings, 87
- O
- Offerings. See also Assortment
- business growth with increase in, 100–101
- categories of, 83–87, 126–128
- core, 101, 123–127, 131
- deepening, 123–127, 131, 135–136, 166
- local market as driver of, 135
- in marketplace model, xiii–xiv
- in Minimum Viable Ecosystem, 83–87
- numerical targets for, 87
- overwhelming customers with, 122, 124, 128
- seasonal, 126
- Omnichannel marketing, 151–155
- Omnichannel organization(s):
- future of marketplaces at, 171
- internal stakeholders in, 121
- Liverpool as, 152–155
- physical store of, 145, 173–174
- Omnichannel strategy, 16, 166
- Onboarding sellers, see Seller recruitment and onboarding
- 1‐800‐FLOWERS.COM, Inc., 73–75, 127
- 1P sales, see First‐party sales
- Operational decisions, 62
- Operational performance improvement plans, seller, 146
- Operation of marketplace, xxii–xxiii. See also Best practices, marketplace
- adjustments during, 119–120
- assortment strategy, 122–137
- customer strategy, 146–157
- ground rules for, 63
- internal stakeholders in, 161–162
- international expansion, 163–165
- in launch phase, 119–163
- marketplace technology for, 158–161
- seller strategy in, 137–146
- Operations team, 68–69
- Optimization:
- assortment, 130–131
- of internal operations, 136–137
- marketplace, 120, 172–173
- in marketplace economy, 174–175
- of shopper's experience, 72
- Ostergaard, Nick, 42–47
- Outreach:
- to employees, 101–104, 133
- to sellers, 104
- to senior executives, 162
- to stakeholders, 98–99
- Oversight committee, see Steering committee
- P
- Paltrow, Gwyneth, 33–34
- Parts in Town marketplace, 52
- Parts Town, xxi, 47–52, 56, 75, 102–103
- Performance standards, setting, 90–91
- Personas, buyer, 71–72
- Physical stores:
- accessing marketplace from, 151, 155
- cannibalization in, 99–100
- and customer strategy, 121, 150–156
- in future of marketplace economy, 173–174
- making returns to, 145, 151, 153–155
- in marketplace model, xx
- of omnichannel organizations, 16, 171
- picking up items at, 145, 151, 153–155
- of El Puerto de Liverpool, 152–153
- purchasing patterns in marketplaces vs., 135
- sellers with, 137
- using marketplace to link, 24–28
- Pilot projects, 13
- PIM (product information management) system, 91
- Pipeline management, xiii–xiv
- Pivots, in marketplace model, xv
- Platform business model, x
- Positioning, of marketplace, 76
- Powell, Adam, 101, 109
- Pre‐launch period, xxi–xxii, 61–93
- assembling steering committee, 64–68
- brand building, 75–77
- at Covento, 79–82
- defining operations team, 68–69
- determining Minimum Viable Ecosystem, 77–87
- energetically engaging in best practices in, 97–98
- hiring consultants with expertise, 69–71
- key activities of, 62–64
- mapping out shoppers' journey, 71–72
- at 1‐800‐FLOWERS.COM, 73–75
- strategic shortcuts for, 87–92
- at Super‐Pharm, 84–86
- temple metaphor for, 61–62, 69–70
- view of sellers in, 137
- PriceMinister, 7
- Price opacity, 43
- Pricing, control over, 107
- Privacy, 156–157, 163–164, 173
- Procurement team, 65, 138
- Product catalogs, 159–160
- Product information management (PIM) system, 91
- Product listing, 159–160
- Product taxonomy, 91
- Profit and profit margins:
- assortment strategy based on, 130–131
- with dropshipping, 108, 109
- from marketplaces, 170
- on unpopular items, 131–132
- Promotions, marketplace, 143
- Purchasing team, 99
- Pure‐play marketplaces, 137, 167–168
- Q
- Quality control, 160–161, 164
- R
- Rapid‐delivery marketplaces, 51–52
- Recruitment:
- Red Lightning Group, 102–103
- La Redoute, 168–170
- Referral models, 114
- Refunds, 144
- Refurbished products, 150
- Regulatory compliance, 165
- Relationships:
- in business marketplaces, 41, 55–56
- managing, with sellers, 140–141
- at Toyota Material Handling, 42–47
- Reputational risk, 77, 146
- Resistance, 13, 70–71
- Retail companies, xx
- cannibalization for, 99–100
- commissions at, 90
- constraints for, 123–124
- customer strategy for, 146
- decision phase for, 21–36
- fears about marketplace model at, 21–23
- website archetypes for, 22
- Retailer‐centric sites, 22
- Retail marketplaces (consumer marketplaces):
- archetypes for, 22
- of Best Buy Canada, 24–28
- business marketplaces vs., 41–42
- buyers role in, 65
- of Catch Group, 28–32
- international expansion for, 163
- of NBCUniversal, 32–35
- number of sellers at launch of, 87
- operations teams for, 68
- popularity of, 169, 170
- promoting third‐party sellers on, 111–112
- for La Redoute, 168–170
- third‐party only retail sites, 22
- value of physical stores for, 173, 174
- Return customers, 147–149
- Return process, 144–145
- at The Knot Worldwide, 148
- at Liverpool, 151, 153–155
- value of physical stores in, 145, 151, 153–155
- Revenue, xii, 101
- Run stage, 91
- S
- Sales challenges, 104
- Sales channels, 66, 162
- Sales teams:
- customer outreach by, 99
- incentives for, 103–104
- seller recruitment by, 138–139
- and steering committee, 66
- SalonCentric, 161–162
- SAP, 46
- Satisfaction, customer, xii, 154–155, 160
- Scaling. See also Curation at scale
- automation to achieve, 160
- for Best Buy Canada, 26
- for CatchOfTheDay, 29
- disruption for, 49–50
- Minimum Viable Ecosystem, 77–87
- seller recruitment and onboarding for, 106–107
- Scarcity, curation vs., 98
- Scenario planning, 32
- Schedule, marketplace construction, 91–92
- Scope of brand, expanding, 73–75
- Search engine marketing, 170
- Seasonal offerings, 126
- Sellers. See also High‐quality sellers; Third‐party sellers
- driving opportunities to, 130
- ecosystem of, 23
- foreign, 90
- interest of, in marketplaces, 171
- number of, for MVE, 87
- outreach to, 104
- performance tracking/management for, 141, 160
- sharing customer data with, 121, 142–144, 156
- support for, 140, 143–145
- Seller recruitment and onboarding, 63–64, 86
- best practices for, 104–107
- delegating, 88–89
- for launch, 138
- to maintain seller pipeline, 140
- operations team for, 68–69
- specialized, after launch, 138–140
- technology for, 158–159
- Seller strategy, 120–121, 137–146
- account managers in, 140–141
- for continual improvement, 142–146
- in pre‐launch period and launch phase, 137–138
- and specialized recruitment, 138–140
- tracking seller performance, 141
- Senior executives, outreach to, 162
- Sensor networks, xxiii
- Sentiment analysis, 164
- Service Level Agreements (SLAs), 141
- Service offerings:
- customer strategy for companies with, 155–156
- in marketplace model, xiv–xv
- at physical locations, 151
- Shipping, 144
- Shop.org conference, 26
- Shoppers' journey, 71–72
- Shop with Golf, 34
- Simon Property Group, 16
- Simulations, 103
- Skinny retail sites, 22
- Small businesses, 54, 139, 172
- Snower, Steve, 48
- Social media, 105–106, 113, 170
- South Africa, 165
- Space constraint, for buyers, 65
- Spain, 132, 134
- Splitgames, 4–12, 17
- Stakeholder(s). See also specific types
- aligning incentives for, 57
- communication with/outreach to, 98–99, 112–114
- marketplace strategy to leverage, 27
- preparing, for new marketplace, xxii, 98–99
- Steering committee, 62–68, 92, 175
- StopCOVID19 platform, 40
- Strategic vision, 61–62, 109, 119
- Sunday Night Football, 35
- Super‐Pharm, 84–86, 138–139
- Supply chains, disruptions in, 41, 134, 148, 171
- Support, for sellers, 140, 143–145
- Sustainability, 150
- Svec, Rado, 131, 146
- Sweat equity, 55
- T
- Tadd, Steve, 44, 47
- Talent market, expertise in, 67, 98
- Target, 22
- Technology, 121, 141, 158–161, 165
- design of technology stack, 89
- providers of, 61, 63
- Temple metaphor for marketplace, 61–62, 69–70
- Testing, 72, 144
- Third‐party sellers:
- cannibalization by, 99–101
- and dropshipping, 108–109
- labeling items from, 75
- maintaining brand experience from, 110–111
- performance standards for, 90–91
- product taxonomy for, 91
- profit margin for, 129–131
- promoting, 111–112
- Tiffany & Co., 104
- Total cost of acquisition, 163
- Toyota Material Handling, xviii, xxiii, 42–48, 56
- TradeSquare, 52–56, 69
- U
- Uber, x, 7
- Unexpected items, 128–129
- Unfound items, 24–25, 45–46, 123, 128
- United National Foods (UNFI), 41, 67, 106–107, 161
- United States:
- Mirakl's launch in, 15–16
- privacy regulations in, 163
- Unpopular items, 131–132
- Urban Outfitters, 16, 22
- User experience, 72
- V
- Values:
- at Catch, 30–31
- as foundation of marketplace, 62
- for new marketplace, 81–82
- shopping driven by, 149–150
- Verishop, 75
- Vestas, xvi, 79, 81–82
- Video game industry, 4–7
- Villepelet, Cyrielle, 22, 144
- Virtual reality, xxiii
- Vision, 61–62, 109, 119
- Voucher systems, 5–6
- W
- Walmart, 22, 31, 98, 124, 126
- “Watermelon” numbers, 82
- White‐glove service, for sellers, 143
- Whole Foods, 106, 151
- Wholesalers, marketplace of, 52–55
- Wilson, Ron, 25–26
- Z
- Zellers, 101
- Ziegler, Michael, 3–4
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