ecommerce (21)

Now that “the internet” has widely become considered a mature and stable sales channel, a small percentage of the more daring manufacturers and publishers are actually considering cashing out on catalogs and going “all in” online. The theory is, that customers only want to shop online and catalogs are costly and time-consuming paper weights that just end up in the old circular file.

As an online manufacturer’s rep, you might think that Yeoman would be encouraging this line of thinking. But you’d be wrong. We firmly believe that offline and online efforts need to complement each other. The question should not be "offline vs. online," but "are you where the customer wants to buy from you?"

These days, customers think of a “store” as both online and offline and will continue to migrate to the players that make it easy for them to buy – when and how they want to.  

Take one of our clients in the education space. They had such great results from our online demand gen programs that they decided to experiment with cutting catalog distribution to shave costs. The result? Their organic search traffic dropped off  25% that month, proving that organic search is actually driven by that shiny catalog showing up in the mail.


What does this mean for you? You need to continue to develop as many of your online sales channels as your customers are likely to be in. (See our Internet Sales Channel Review white paper to find out more). But for now, you also need to continue to be there for them offline as well.

If you're not sure if you have a presence where your customers are buying (or researching) purchases, give us a call. We'll help you find out where your customers are and execute a plan to get you in front of them when and where they want to buy. 

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The Yeoman team is pleased to announce the 7th update to its Website Best Practice Scorecard.  Now in it's seventh year, the scorecard let's manufacturer's and brands compare their websites against 121 Best Practices across multiple industries.

Manufacturers and publishers have a unique challenge with websites. Their sites have to combine sales, operations, marketing, support, and channel programs. These have to be organized and easy-to-follow for customers and partners. Plus they have to be 'consumer friendly' and keep up with the latest trends in devices and behavior. 

The scorecard was created by Yeoman Technology Group based on an extensive review of the top 500 websites of manufacturers, content/course providers, and publishers. This primary research was then combined with usability studies from leading consulting and analysis firms.  The result is a set of Best Practices criteria that are proven elements of successful websites and, in many cases, the expected functions of any professional system. Note that the benchmark does not rate design look, theme, colors, messaging, and etc. These are all specific creative elements that should be driven by your organization’s marketing and branding teams.

This year's scorecard was specifically expanded in several key areas:

  1. Responsive Design:  Not only are their additional requirements for mobile functionality, a key 'best practice' is the overall footprint for desktop viewing.  They majority of laptops and desktops are now wider than the standard 960 pixels of most sites.  All sites should incorporate this wider screen format.
  2. Geolocation Options:  The 'find a retailer' link is dead.  The new best practice combines geolocation targeting and interactive maps that help a user find your product.  In addition, all products should 'deep link' to partner retail sites if applicable.
  3. Live Chat: It's no longer a nice option, the best rated B2B and B2C now have some level of live chat available on the site. 
  4. Advanced Analytics:  The good news is the majority of sites now have some level of analytics running, the bad news is most aren't configured properly.  Base analytics have always been a part of the scorecard, but this year we've added requirements for retargeting, behavior profiling, and socio-economic data capture.
  5. Privacy updates:  Always boring and usually ignored, every site needs to have their policies reviewed and updated for new EU and upcoming US changes.

Yeoman's scorecard is provided to all existing clients as part of their engagement with Yeoman.  Scorecard ratings are available as a stand-alone service for $1,500 to $3,500 per site. This includes scorecard creation and formal report review.  Contact Yeoman today for a formal quote and sample

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E-Commerce Loves Snow Days

Snow days typically evoke cheers from kids and groans from your retail partners.  Bad driving, no foot traffic, and limited staff mean yesterday's big blizzard was likely a bust for revenue except for e-commerce.  Superstorm Juno may have crushed the malls, but it made online sales jump in almost every category.

Yeoman analyzed the "storm day" online activity and performance results of 125,000 client products across multiple markets including B2C, B2B, and Education segments.  We also analyzed performance of these items on Amazon.   The comparison was simple - how did year over year sales compare on the storm days this year versus last year. Last years days were cold but there were no major storms in the East coast.

Some of the results are pretty obvious, but there are a few surprises.  Traffic and revenue to B2B sites and B2B products dipped.  No surprise there; did everyone really work from home?  B2C product revenue had the biggest jump up 44% versus prior year.  Amazon specific activity showed a much higher visitor jump and a similar revenue spike.

Education/institutional products were the most interesting surprise. You would expect them to follow the same B2B dip, but instead we saw a 'consumer like' spike of almost 40% and the strongest increase in traffic.  

We all know that January isn't a strong sales month for any market whether its B2C, B2B, or education.  However, this ecommerce 'storm surge' has some great lessons for any business:

  1. Always be available.  Offers, shipping, and pricing needs to be 7x24
  2. Mobile and tablet traffic surged higher than normal traffic. Site with 'mobile/tablet' friendly options surged as well
  3. It was all about the products.  Even sites with minimal traffic increases saw double digit growth in visitors reviewing product detail pages.  More time to look means more time to review and evaluate

Today's traffic will likely follow a similar result as folks slowly ramp back up.  Great opp for some aggressive paid search or a 'reminder' email blast to get those online browsers!

Yeoman specializes in digital consulting and data analysis for manufacturers, publishers, and new ventures.  Contact us by using an option on the right to learn more.  We always work on snow days.

NOTE: Updated 2/3 with additional data points from the 2/2 storm as well as the 1/26-27 storms.

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The recovering economy may make many brands think the painful digital shift they’ve been undergoing in their channels will subside as traditional retail, wholesale, outside, and catalog sales get a lift with a stronger economy. They'd be wrong. While a stronger economy will help all sales, this recovery will likely see its biggest boost in digital channels – everything from direct sales and drop ships to social commerce and Amazon domination. There's plenty for a brand to do in 2018, but here are 5 trends you should be acting on now.
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According to a recent report put together by the Baymard Institute, an independent web research company, 67% of online shopping carts are abandoned. That means that 67% of web shoppers looked around your site, picked out one or more things they liked enough to save into a cart, and then just...didn't buy them. Why not?


The four main reasons online browsers don't make that online purchase include:

1. Taxes and Shipping. Shipping just bumped a $29.99 purchase up to $41.50. The total price is too much. Bye-bye, customer.

2. Buyer’s Remorse. Shopping around and putting things in your cart is a guilt-free pleasure. But once you see everything you picked out, a sense of regret can outweigh the actual enjoyment of potentially using the product. Customers start to ask themselves: Do I really need this product? 67% of them say "no." 

3. It was fun to pretend. I was just browsing or comparison shopping. I never planned to buy the item, or I went somewhere else and got a better price.

4. Problems with the website. The website crashed or timed out, your website navigation is too complicated, the customer had concerns about payment security, or their payment was declined. Oops.


So, once they leave, can you ever lure those customers back? There are two proven ways to deal with abandoned carts, and turn some of those browsers into buyers:

  1. Ad Retargeting.  This uses cookies to track people who visited your site and show them ads of their abandoned products as they cruise around the web. Sometimes a little reminder is all they need.
  2. Email Recovery Campaigns.  You can create a series of emails that get sent out to the shopper after they have abandoned their cart and left your site. These often include a special offer, like "free shipping", that give the customers a reason to come back and complete their order.

If you've got abandoned shopping carts, Yeoman can help you figure out why customers are stopping short of purchasing from you, and then develop and execute a plan to get them back. Get in touch to discuss your ecommerce issues with us today.


Source:  Baymard Institute, a web research co. based in the UK.  67% is an avg. based on 22 different studies.

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Are you ready to “wow” your customers and edge out the competition in 2018? With a dizzying array of channels and marketing tools, it can be hard to know what to focus on. We here at Yeoman recommend you focus on these 6 growing trends.
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Groupon may have started life as an online coupon site, but most of its growth and revenue is due to their discount goods business, which launched in 2011. Five years and nearly $2 billion USD in goods revenue later, the company is ready to take on the world of ecommerce mega giants like Amazon, eBay, Sears, and Jet—just to name a few.
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Amazon has just rolled out the full version of Brand Central to all sellers in North America, but with very little fanfare and even less information. Yeoman has already enrolled several brands. Here's why this should be a priority for your team.
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Black Friday and Cyber Monday are right around the corner, so it’s time for manufacturers to do a prep-double check.  Most manufacturers are thinking "my job is done, it's all up to retail and my partners".  Think again.  Today original manufacturers can make a major impact on holiday sales - regardless of whether you sell direct or not.

It’s not too late! There are still a few key things you can do to help boost holiday sales.

1. Make sure your main website is ready for prime time

A recent study found that 65% of shoppers visit a manufacturer's direct website to research a product prior to purchase. Your website needs to present your products in a clear, salable, format—whether you take sales or not.

This starts with polishing your product details. A full 70% of manufacturer sites we’ve studied have missing or inaccurate product information on the main site. This includes everything from inaccurate specs to missing images and even missing products. The time is NOW to do an audit and get to work cleaning up and completing critical product details.

While you’re at it, take a peek at your “Where to Buy” page. If it’s inaccurate and out-of-date (or absent), shoppers will go scurrying right back to Google, where they’ll be bombarded by search results featuring the competition.

2. Audit your online product pricing

The days of the "fake" MSRP/list price are over. Yeoman has found that sites with bloated “list prices” had 25-30% lower quality visitors than sites that posted more accurate “street prices.” Shoppers were 5X more likely to leave the "list price" site without looking at "Where to Buy" OR adding anything to their cart. You can keep the list price for comparison, but Yeoman highly recommends showing a sale price that is 5-10% above the average street price. This provides three major benefits:

  • Gives shoppers an accurate price that won’t scare them back to Google.
  • Supports your channel with a price that is slightly higher than theirs, giving them the extra edge—especially if you integrate “Where to Buy” right on your product detail page.
  • Lets YOU take the order. Yes, a growing percentage of consumers want to buy direct regardless of the product. Up to 5% of B2C customers and 5-15% of B2B customers are looking to buy direct.

3. Audit your Amazon—and other ecommerce channels—presence

Now that you’ve got your own house in order, it’s time to tackle your ecommerce channels—especially Amazon. It’s critical to check your product details and images to make sure that they accurately represent your products.  You also need to make sure you have your brands registered and the proper plan in place to provide updated and accurate information to Amazon. 

Next, check the reviews for your products and manage any negative reviews to keep them from sandbagging sales. Key suggestions:

  • Address the reviewer’s complaint and acknowledge the issue
  • Offer a resolution or refund if needed
  • Do not engage in a back and forth in the review system, have the user contact you directly (and say that in the review)
  • Ask the etailer to remove any reviews that do not comply with their review guidelines

Before you move onto the next item on the list, take a moment to protect your brand from piracy. Unfortunately, as Amazon and other etailers have grown, so has the number of fake products being sold—sometimes piggy-backed onto your own listing. If you detect a pirate, you can report them to Amazon; be sure to check all your etail platforms for their policies and procedures.

4. Use paid channel support programs

At Yeoman, we’re always on the lookout for new services that help manufacturers increase online sales. Some of our favorites from this year include:

  • Google affiliate location extensions: original manufacturers that sell their goods in retail chains can now begin promoting those locations to nearby consumers within their own AdWords ads (
  • Bazaarvoice: syndicates customer ratings, reviews, questions, and stories across the web to reach shoppers wherever they are (
  • Hooklogic: gives manufacturers a clear view into channel sales resulting from online ads (  

5. Polish up your social media presence

Just like any other time of the year, social media campaigns need to be carefully planned and executed to align with the rest of your marketing efforts. If you haven’t started thinking about social media for the holidays yet, it’s not too late—but it will be soon. In addition to planned social media campaigns, it’s also important to have a “live” presence on social media, to interact naturally with followers, and for the inevitable customer service requests that come in through these channels.

Relax and enjoy the holidays!

These 5 steps are the perfect action items for the lull that most manufacturers see right before the holidays. And the benefits extend well beyond Christmas, to help you have more integrated online plan in 2017. 

If you’re overwhelmed by where to start, feel free to give us a call to help you get a handle on it.

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Amazon had 900 million visits Christmas 2014,  1.3 Christmas 2015, and have regularly cracked the 1 billion visitor mark every month this year (as of May 2016). Let that number sink in. That’s 3x the population of the United States. The giant of retail, Wal-Mart only has 240 million visits a month. Target? 140 million. Grainger (for you B2B manufacturers)? 7 million. And Amazon visitors are buying. Amazon holiday sales will likely be up 20-25% over Q4 last year. That’s a decade of double digit YoY holiday sales growth (in case anyone’s counting :)  And its not just the US - we see this growth in UK, Europe, and Canada.

What's their secret?  They key for any manufacturer or publisher to understand, is that Amazon’s success IS NOT simply due to the products Amazon buys and sells online. That’s only one part of it.

They succeed because is really a system that pits 4 competing divisions against each other to drive overall sales - Amazon Supply, Amazon Merchant, Amazon Marketing Service, and the technology teams that optimize the content that's produced.

While these 4 groups are all technically ‘part of Amazon', they actively compete against each other in a way that creates an optimized experience for the customer. No single group has full control over the products sold or the final price.  A buyer can be undercut by a merchant, who can be stepped on by a marketing campaign from another brand.  And all three of these forces have to deal with the search and performance engine that heavily leverage performance based analytics to select "who" gets top results ranking and the coveted buy box. 

The best way to illustrate this is to break down an actual Amazon search results page and define who’s in control. Search usage dominates Amazon buyer behavior with an estimated 90%+ of users searching during their visit.

If you break out a typical search results page you see how the 4 pieces interact and conflict.

  1. Search results delivered: What makes the top of the list is a based on the proprietary search model that’s managed by Amazon’s A9 search team. The system is heavily data centric and is not directly controlled by Amazon buyers, merchants, or marketing teams. Top results are typically the best sellers, however, the system regularly manipulates results to test overall close rates. What’s interesting to note is the close rate does not just measure the item, it can include the overall shopping cart and favors items that tend to attract ‘add-ons’ to the sale. Classic ‘search terms’ apply and manufacturers can add hidden terms (e.g. competitor brand names) to ensure proper placement.
  2. Product details shown: Product details are created by mixing Amazon supplier and third-party merchant content. Any partner can upload an image, change a description, or add features and it will be tested and implemented by the system. Any partner can create any SKU at any time (as long as it is not a restricted product) . This is an area that should be regularly reviewed by your team. If you don’t sell the item to Amazon you can bet someone else will do a listing for you. (link to quality report)
  3. Sponsored product listings: These are paid product ads available exclusively to third-party merchants. The third-party must own the buy box in order for the ad to run. This gives merchants the ability to get their products seen (and pay for a click). If an item does well, it begins to naturally move up the results, freeing up the space for the next paying tester.
  4. Categorization: This area is largely controlled by the Amazon supply group. They are responsible for creating all of the different groups and subgroups for every department. The supply side is also the primary populator of these categories, but does NOT have exclusive control. A third-party merchant can upload any item into a relevant category by adding the SKU. This is critical for items that cross multiple categories (e.g. many office, home, and health and beauty items should be in multiple categories).
  5. Brand ads: A relatively new addition, the brand ad box is controlled by Amazon marketing. Brand manufacturers can create specific brand or product campaigns selecting any group of keywords they like. In this example, York Nordic hiking poles show up as an alternative option for canes. This is an excellent option for a manufacturer with items that sell across different consumer groups.

Today, Amazon seems to be in everything from movies, to cloud, to drones. This ability to diversify is funded by a simple reality – online sales continue to grow exponentially. Over 70% of Amazon’s revenue comes directly form ecommerce sales, either direct or through third-party merchants that are forced to share a common platform that is designed to squeeze out the best result for the consumer, because the underlying technology is optimized to drive the best value to the front. The relatively new Marketing Services adds a new wrinkle to the mix—we’ll keep you posted on new developments.

Yeoman’s recommendation for manufacturers and publishers selling on Amazon remains the same: you must have a strategy and plan to actively manage supply, merchant, and marketing forces in order to optimize your results with the underlying technology engines.  succeed with them. Simply ‘selling to the buyer’ at Amazon is only one piece of the puzzle.  Contact us today to review your Amazon position!

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Thanksgiving comes extra late this year (on the 27th) which means there are only 26 shopping days between Black Friday and Christmas Eve. That’s almost an entire week less than 2013, when retailers had a luxurious 31 days to woo shoppers. Now, harried holiday shoppers will have to accomplish all their gift buying in 4 weekends instead of 5.

That time crunch will put extra pressure on manufacturers and publishers to get products into the pipeline early, and may prompt retailers to start running their holiday ads even earlier than usual. According to an Experian Marketing Services survey of marketing executives’ cross-channel marketing plans, 49% of retailers will launch their holiday campaigns before Halloween.

And this won’t just affect B2C sales. Fourth quarter is usually strong for B2B sales too, and now B2B purchasers will be rushed trying to get their orders in before year-end as well.

What does that mean for your Q4 planning? We predict that the shorter cycle will crunch even more of ecommerce sales into the last two weeks before December 25th. Last year we looked at 200 channels with over 150,000 items during the Christmas rush. Even without next-day delivery these channels showed significant increases in visits and revenue in the last two weeks before Christmas.

You can also expect to pay more for paid search and display ads, as Google and Bing take advantage of the scarcity of available pre-Christmas impressions. But it will be worth it; ShopperTrak, which monitors traffic and sales at major malls and retail chains, predicts that in-store sales will slow this holiday season and foot traffic will actually fall 1.4%, as consumers increasingly prefer the online shopping experience to fighting the crowds at the mall.

So is this the year to put all your efforts (and budget) into ecommerce? Not so fast. Consumers still think of your “store” as a combination of both your online and physical presence, fluidly moving between store visits and online shopping. Manufacturers and retailers who dig into their data to understand how their customers interact with their brand both online and in the store will be able to better serve their customers, and therefore get a bigger piece of the Christmas pie.

As an online manufacturers rep, Yeoman helps you understand your online sales channels, making sure that you or your partners have the a sales presence in the ones that make sense for your business. This will ultimately increase sales, margins and brand equity, giving you better control over your products and your brand image all year long. Contact us to find out how we can help boost your online holiday sales.

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Google has confirmed it - a Buy Button is “imminent.”  The button is expected to be rolled out on mobile devices, and will enable people who click on product ads in search results to buy those products without navigating to a third-party site.  The button, following similar moves by Facebook and Twitter, are a significant departure for the search giant, which has built its business based on ads that link to other websites.

"The rationale is to reduce friction for customers'" said Omid Kordestani, Google’s Chief Business Officer, "making it simpler to complete online purchases."  Trust us, there's another reason - Google is facing significant competition from Amazon and others when it comes to people searching for products and has been steadily moving to be more "direct."  Recent examples include:

Their skill sets in selling direct have been honed by almost a decade of direct sales for its mail apps and cloud services.  They have even tried the payer route with Google Wallet.  In fact, the "Google Graveyard" is a robust list of products and services that were tested and then scraped including Google Reader, iGoogle, Google Commerce Search, Google Wave, etc.

Don't expect them to quit on the Buy Button any time soon.  Don't think of this as a test, but more of an 'evolution' in online commerce.  For a manufacturer, this presents several key questions:

  1. How real is the Buy Button threat for your market segment?  Mobile purchases vary greatly by market segment.  The most likely segments that will be impacted are any purchases that are under $50 (a proven price point for mobile) OR items that have a 'fast pickup' option
  2. Are your retail and distribution partners properly aligned with Google?  If you have B2C end customers you should already be verifying if your products are available via Google Express
  3. If they are not aligned, should you take a more direct position with Google?
  4. Have you looked beyond Google and assessed all the 'digital' players that continue to make inroads?  This includes the major players like Amazon and Wal-mart, as well as the up and comers like Hayneedle, Jet, and Rakuten.
  5. Who is responsible in your organization for following up on this?  If you're thinking "Google is handled by marketing," you're dead wrong.  This is a sales and distribution challenge you need to address. Let marketing market.

If you don't have solid answers to the questions above, its' time for a conversation.  Pick your option - phone, fax, Live Chat, LinkedIn, or Email.  We're ready to when you are.

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Just Do It - living your motto.  Can a manufacturer sell direct and not kill their channel?  It's a question every manufacturer or publisher asks in every industry  You've heard all the objections:

It will cause too much conflict with our existing channel
We can't fulfill small orders
We won't be able to generate any sales
It will cost too much

Nike had the same questions too, but dug in and took their own logo to heart.  They started a 'direct model' a few years ago; combining online and a retail presence to engage customers directly.  Stores are hard; but online clothing is one of the toughest ecommerce transactions to support; size, color, and fit all require great data or you'll be swamped with massive returns.

How have they done?  How does a 50% increase in online sales sound?  And that's not 50% of 10 million. E-commerce sales surpassed the $1 billion mark last fiscal year.  In fact, their entire direct-to-consumer sales topped $6 billion this year—a full 20% of the company’s total revenues.

So how did this nearly 50-year-old apparel manufacturer ace the transition to ecommerce to become an online sales champion? They did it by focusing on the entire customer experience across online and offline.  This includes:

  • Continuing to develop and nurture some of the best channel relationships in the business.  YES Nike worked to expand their footprint with their retail partners providing them consistent pricing, top quality digital content, and support for their online efforts.
  • Investing continuously in digital programs including app, ecommerce, and digital campaigns.
  • Using data to drive decisions.  Not all of their digital initiatives worked, but Nike tracks and monitors all of them, revising, tweaking, or killing as needed.
  • Focusing on their 'real' competitors.  Nike competes with Adidas & Rebook, not Foot Locker or Wal-Mart.  Elevating the competitive focus to target other manufacturers got them out of the natural channel conflict that can occur.  Don't get us wrong; conflicts still happen.  But the primary focus is on being better than competitors both direct and through retail partners.

The lesson for manufacturers - You can “Just Do It,” too

This isn't about marketing, it's about sales and channel management.  Any manufacturer can take a few tips from Nike’s playbook:

  • Understand that a strong digital presence is required to support the overall channel, and make it a priority
  • Ensure you have strong data quality and accurate pricing to flow downstream to support your channel partners
  • Sell direct when possible: the net $ to your company for direct sales is 3-4x a channel sale
  • Make the needed investments in technology, logistics, and people to support this

But just like going “from couch to 5K” this isn’t going to happen overnight and without some hard work. Investment in technology and logistics is key along with some plain old grunt work to get your data quality up to snuff.  That’s where Yeoman comes in. If you’re not sure where to start, or if you just need extra hands for the heavy lifting, give us a call. It’s what we (just) do.

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March 20, 2015:  This week was a very rough one for manufacturers and their relationship with Amazon.  Amazon announced they will be ending the 'Amazon Webstore' service in July 2016.  Many people may not realize that Amazon offered a private label web hosting, but Yeoman estimates they host almost 2,000 sites.  Many of these sites are original manufacturers like Fiskars, Cuda, Black and Decker, Eclipse, Lacoste, Remmington, Sesame Street, and Isaac Mizrahi to name a few.

For a manufacturer, the appeal was clear:  A world class hosting platform that uses the exact same product data they have to create to be successful on Amazon.  Amazon leads B2B and B2C when it comes to product details online, an area that all manufacturers have struggled with since the internet evolution started.  They have to create high quality data to get on Amazon, why not leverage it for their own site.

A recent UK study found over 67% of buyers visit branded pages to find out information about a product BEFORE heading off to shop.  Vague, brochure-like, or non-existant brand manufacturer sites are a thing of the past.  So too are 'marketing sites' that simply push a theme or message.  Consumers want product details and webstore seemed like a fit for Amazon and the manufacturer.

So why did they shutter it?  Yeoman estimates that only 15% of the 900+ webstore users were original manufacturers.  The majority of the rest were third party marketplace sellers and online retailers looking for a web solution for their retail strategy.   Webstore simply did not have the same level of features that 100s of ecommerce hosting competitors offered.  However, Amazon's prices were very aggressive and offered some of the lowest operating costs in the business.  Add it up - small clients who paid dirt cheap for hosting yet were constantly pushing for more features...... It's a money loser for Amazon so they're pulling the plug.

All manufacturers will need to revisit their site usage, but can take a pause.  This change won't happen until July 2016 and several major hosting players are working on migration plans.  Yeoman will realize a recommendation guide next week, but in the meantime there are 5 items to factor in:

  1. Design migration - Demand your existing design be migrated by the vendor
  2. Product synchronization - This is the big one. A shared Amazon/Store product catalog was the #1 benefit of an Amazon webstore. Most vendors have some level of synchronization, but look for a 'full synch' including images, descriptions, and features
  3. Monthly cost - Not a major concern, the market pressure keeps everyone closely aligned
  4. Processing fees - This will bother folks that generate $1m + from their sites, Amazon had the best rates of every provider
  5. Stability - Now is the time to question this.  Amazon's move surprised every client, partner and even a few Amazon employees we spoke with.  Look towards a vendor fully vested in ecommerce.

The good news is you have time.  However, anyone on webstore should have an evaluation and vendor selection completed by August 2015.  That gives you a full year to migration and cutover. 

For clients, Yeoman will release it's general assessment of the webstore alternatives later in April.

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Eyeball$ Make the World (Wide Web) Go Round…

Last week Facebook CEO, Mark Zuckerberg, launched, a project that aims to provide Internet access to everyone on the planet. Yes, everyone.

Along with Facebook, the other founding members that are ready to invest are: MediaTek, Nokia, Opera, Qualcomm and Samsung - all of which are anxious to help bring the entire world online.

"Today we connect more than 1.15 billion people each month, but as we started thinking about connecting the next 5 billion, we realized something important: The vast majority of people in the world don't have access to the Internet," Zuckerberg said.  - See more at:

Now, why would Mark Zuckerberg and all of these companies want to support such an initiative? One theory to consider: they are seeking more eyeballs. "They're not necessarily doing this out of the goodness of their hearts," Jim McGregor, principal analyst at Tirias Research, told the E-Commerce Times. "They're looking for eyeballs."

The more eyeballs on their sites, the more money they can charge their advertisers, which in turn leads to more revenue for their companies. Don’t get me wrong, there are other reasons this group wants to spread Internet access around the globe, and plenty of good that come out of it even if the motives are selfish. But as the old song goes, "money makes the world go round…"

Are your products ready to go in front of 6 billion eyeballs? Yeoman Internet Sales & Distribution Consulting can help you figure out how to get your products in front of the right targets, while our Online Data Management services can help you make sure your products are web-ready, no matter how many eyes are on them. Contact us to find out more.


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