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jerryking : ripple_effects   5

Amazon’s Ripple Effect on Grocery Industry: Rivals Stock Up on Start-Ups
Aug. 21, 2018 | The New York Times | By Erin Griffith.

When Amazon bought Whole Foods Market. The $13.4 billion deal shook the grocery world, setting off a frenzy of deals and partnerships that continues to intensify. Traditional retailers pursued digital technology, and online companies reconsidered their relationship with brick-and-mortar retail......“Are technology folks like us going to figure out retail faster than the retailers figure out technology?” [the Great Game] ..... “In some ways we’re all kind of fighting the same fight against the gigantic folks online.”

Food shopping is one of the last major holdouts to online retail. Groceries are unique in that their inventory is perishable, fragile and heavy. Grocery customers often shop at the last minute, like to see the food they are about to eat and don’t want to pay high delivery fees.

Even Amazon, with its Amazon Fresh online grocery service, has struggled to gain ground in the business. The company’s Whole Foods deal, paired with Walmart’s 2016 acquisition of, underscored that the future of selling food and household items requires cooperation between the digital natives and the old-school retailers.....Grocery companies “are realizing that with Walmart and Amazon moving at their pace, you need to pick yours up, too,” .... “I wouldn’t call it fear. I would call it a wake-up call.”....... Market research conducted by Morgan Stanley in July found that 56 % of consumers who were likely to order groceries online said they would most likely order from Amazon, compared with 14 % who would go to a mass merchandiser and 10 % who would use their local supermarket. Phil Lempert, a grocery industry analyst, predicted store closings for chains that do not evolve to meet the changing needs of customers. Stores offering curated selections, specialty items, cooking classes and the option to buy online and pick up in person will thrive,......Josh Hix, chief executive of Plated, a meal kit start-up, said the Amazon-Whole Foods deal had immediately changed his discussions with grocery chains. Meal kit companies have a checkered record. But the grocery companies saw an opportunity to use Plated’s data and research on recipes and taste preferences......Most of the big grocers “have wanted to kill us, partner with us, invest in us or buy us — all probably in the course of the same conversation,”......The ownership structure allows Boxed to license its technology to its retail competitors in the United States as they try to become more digital. The company is in talks with 10 or so potential partners for various pieces of its technology. They include mobile app technology, personalization software, a packing algorithm that maximizes space in shipping boxes, software that tracks item expiration dates, order management software and warehouse robotics automation........Grocery delivery is difficult to do affordably, but tech-driven efficiencies like those developed by Boxed, Amazon and others have forced change on the industry.

“Consumers want convenience and will pay more for it,
Amazon  AmazonFresh  bricks-and-mortar  e-commerce  e-grocery  fulfillment  grocery  home-delivery  last_minute  partnerships  retailers  ripple_effects  supermarkets  same-day  start_ups  the_Great_Game  Whole_Foods 
august 2018 by jerryking
The 21st century's Hiroshima
Aug 6, 2005 | The Globe and Mail pg. A.17 | Preston Manning. The same science that can be used to develop genetically-based cures for human diseases can also be used to produce mutated smallpox bacteria or influenza viruses even more virulent than their predecessors and highly resistant to any known treatment. And if the sun of human progress should again become obscured by the storm clouds of war -- war itself transformed by the increasing scope and sophistication of terrorism -- how long will it be before the plan for utilizing mutated viruses and terrorist-induced pandemics as instruments of mass destruction appears on the underground blackboard of some terrorist cell capable of implementing it?

The third pebble

What exactly is the most disruptive and lethal dimension of the "dark side" of the life sciences -- the genetic equivalent of the first A-bomb -- and how might this destructive force be delivered to target populations to accomplish the political purposes of those desiring to unleash it?

While a terrorist attack on military or civilian populations utilizing such techniques would have immediate impacts on public health, the greater damage to human life and society will most likely be through the panic and terror that such a biological attack or pandemic will trigger throughout the general population. And this panic won't be transmitted by air, water, or utility system, but by the mass-communications network of 21st-century society, in particular the electronic media of radio, television, the Internet, cell phones, and personal computing devices. It is the electronic mass media that will most likely prove to be the B-29s of the age of genetics and bioterrorism.
21st._century  atoms_&_bits  bioterrorism  dark_side  digital_media  disease  DNA  genetics  life_sciences  mass_media  pandemics  panics  Preston_Manning  ripple_effects  terrorism  threats  virulence  viruses  WWI  WWII 
october 2011 by jerryking
Leaders of the Pack -
MARCH 3, 2007 | Wall Street Journal | by RICHARD A. D'AVENI.
It's harder than ever for a company to dominate its market these days --
or to defend a dominant position. That makes it all the more important
to have a strategy to try. This article is about defending one's
"strongholds". the Five S's of stronghold strategies: securing a
defensible stronghold; separating strongholds into nonoverlapping parts
of the market; surrounding rival strongholds to contain them; storming a
stronghold by direct or rapid assault; and shape-shifting strongholds
by radically redefining the boundaries among strongholds in a market.In
the end, to protect and leverage the power of strongholds, the use of
the Five S's must be governed by four principles:

* Anticipate Ripple Effects: * Strengthen your stronghold to hold
back the ripples: * Avoid the pressure of overpowering ripples:
* Build a sphere of influence to create your own ripples:
growth  core_businesses  ripple_effects  strategies 
february 2010 by jerryking
Emerging Markets, Emerging Giants
April 22, 2007 | New York Times | By WILLIAM J. HOLSTEIN. A
NEW wave of foreign competitive pressure is beginning to ripple through
the United States economy, from companies in emerging markets like
Brazil, Russia, India and China. “We are seeing a rebalancing of the
global economy back to where it was before the Industrial Revolution,
when China and India were major powers in the world.” says Antoine van
Agtmael, author of a new book, “The Emerging Markets Century: How a New
Breed of World-Class Companies Is Overtaking the World.” The emerging
multinationals haven’t had time to establish brand names, as Sony or LG
have done, but they will compensate for that. “They are either going to
buy American companies and use their brands or develop their own brand
BRIC  globalization  KPMG  publishing  ripple_effects  Gadi_Prager  books  emerging_markets  multinationals  China  market_entry  mergers_&_acquisitions  M&A  brands  Industrial_Revolution  history  global_economy 
december 2009 by jerryking
Build your brand - but don't forget to deliver an experience

Brand relationships are not confined to consumer products. They exist with hospitals, taxi companies, cleaners, garages, airlines, restaurants, and more. The strength of a brand experience is inextricably linked to every aspect of buying and using a product, not just to the inherent performance of the product itself.

Before launching that next advertising campaign or promotion, ask yourself how your investment decisions affect the customer experience, and if everyone - from senior executives to counter clerks - is aware of how much the brand's value hinges on the quality of experience you deliver.

Here are some questions to consider.

Can you describe the end-to-end experience, through "learn-buy-get-use-pay-service," that different customer segments experience?

Could you present it in a video for employees?

Do you have specific measures that track your ability to overcome the dissatisfactions (such as long waits for delivery and repairs, inaccuracies in orders and billings) customers encounter as they progress through your brand's experience?

Can you map the ripple effects of problems from misleading marketing claims to consumer distemper to service calls and product returns? Can you measure the economic implication of fixing these problems?

What is the dollar value of delivering an experience that consistently produces brand boosters and eliminates brand blasters?

Brand management is at a turning point. As the cacophony of the marketplace escalates, only those brands that deliver will succeed. Increased advertising investment alone won't move the sales needle: refocus your brand management on the outcomes that matter most - those that affect the lives of your customers.
branding  George_Stalk_Jr.  customer_experience  turning_points  moments_of_truth  product_launches  product_returns  BCG  ripple_effects 
january 2009 by jerryking

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