Index

  • 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
    • marketplace as source of, 71, 167–168
    • for scaling, 49–50
    • supply‐chain, 41, 134, 148, 171
  • 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:
    • buyer, 39–40, 142, 145
    • customer, ix–x, 16
    • internal stakeholder, 161–162
  • 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
  • J
  • J.Crew, 109
  • 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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