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Description
eCommerce is on the rise, and with it, businesses across all verticals and industries are facing unfamiliar demands and challenges.
They experience greater customer expectations, decreasing margins and fierce competition from digital natives. In this new era of eCommerce, leading retailers and distributors are rising to the challenge by launching enterprise marketplaces of their own. In fact, last year marketplaces grew at double the rate of overall eCommerce.
During this session, businesses who are preparing to seize the marketplace opportunity can get the latest insights on online marketplaces and learn success stories of businesses that launched and scaled their own eCommerce through an ecosystem of third-party sellers
A
A
As
you
all
know,
I've
been
doing
this
series
for
quite
a
bit
of
time
for
the
user
group
members,
which
is
to
bring
different
parts
of
the
sap
ecosystem
together,
where
there
is
a
lot
of
innovation
and
there's
a
lot
of
interesting
work
being
done.
Primarily,
the
entire
series
was
created
just
to
address
that
one
question
which
customers
typically
ask
me,
which
is
you
know:
where
is
innovation
happening
in
sap
and
in
sap
ecosystem?
A
And
where
can
we
find
information
about
all
of
these
great
work
that
is
being
done
in
one
single
place?
So
what
I'm
doing
as
part
of
the
series
is
number
one
to
showcase
all
the
innovations
that
are
happening
and
number
two
to
create
a
content
repository
where
customers
can
actually
go
to
find
all
the
different
innovations
that
are
happening
in
one
single
place,
so
welcome
for
today's
session
today.
We
are,
I'm
super
glad
to
host
alexis
he's
from
the
company
miracle
and
I'll.
A
B
Thank
you
mukesh.
Thank
you
very
much
for
inviting
me.
I'm
very
excited
to
have
this
session
to
talk
about
innovation
in
commerce
and
new
business
models,
so
my
name
is
alexi
de
fontenay,
I'm
vp
business
development
for
miracle
in
asia.
I've
been
in
singapore
for
four
years
and
my
background
is
mainly
in
tech
and
services,
company
that
are
helping
organizations
to
transform
their
business
model
and
find
new
ways
of
growth.
So
so,
today
we're
gonna,
you
know
talk
a
lot
about
marketplaces.
B
Miracle
is,
I
would
say,
the
the
leader
in
the
marketplace.
Technology
and
what's
gonna
be
interesting,
is
I
think
a
lot
of
people
are
familiar
with
the
marketplace,
the
native
ones.
You
know
lazara,
chopin,
etc.
But
what
we're
going
to
talk
today
about
is
really
how
organizations
that
are
maybe
more
traditional
ones
are
using
the
marketplace
model
to
drive
digital
growth
and
accelerate
the
e-commerce.
B
So
let
me
share
my
presentation.
Let
me
know
mukesh.
If
you
can
see
everything
is
good,
all
right,
excellent,
all
right!
So,
actually,
today,
what
I'd
like
to
to
really
go
through
is
how,
while
we're
seeing
the
rise
in
e-commerce
and
the
opportunities
that
we
can
create,
actually
there
are
a
lot
of
challenges
that
are
coming
with
this
e-commerce
acceleration
and
a
nice
way
actually
to
overcome.
B
B
B
So
then
the
question
is
okay
as
a
business,
is
it
a
good
news?
For
me,
there
is
indeed
a
growth
in
e-commerce.
How
do
I
take
advantage
of
that
and
then
what
we
see?
Is
it's
not
that
easy
to
take
advantage
of
this
e-commerce
growth,
because
what
businesses
say
is
that
they're
facing
a
lot
of
pressures
while
operating
their
traditional
e-commerce,
we
observed
three
kind
of
squeezes
or
pressures.
B
The
first
one
is
from
the
customer
side,
customers.
I
think
they
are
well
educated,
especially
in
asia,
around
the
marketplace
experience,
and
so
these
customers
are
now
very
demanding.
They
want
a
greater
choice.
They
want
a
lower
price,
they
want
convenience,
so
they
they
want
actually
retailers
or
even
b2b
businesses
to
come
with
this
better
customer
experience
that
you
know
they
see
on
the
digital
marketplaces.
B
B
The
last
challenge
is
about
competition.
It's
competition.
Of
course,
from
the
digital
natives,
so
the
lazada,
the
shopee
in
our
region,
but
more
than
that,
actually
there
are
some
verticals.
If
I
take
the
example
of
health
and
beauty
where
you
see
verticalized
marketplace
that
are
popping
up
like
sociology,
and
so
when
you
are
an
incumbent
player
in
the
space,
you
need
to
think
about.
Okay.
How
do
I
cope
with
this
increased
competition?
B
B
So
if
I
take
the
same
numbers
you
have
actually
on
the
b2c,
you
see
that
nearly
60
of
e-commerce
is
driven
by
marketplace
and
actually
we
we
did
a
study.
It's
been
the
second
year
that
we're
doing
a
study,
the
enterprise
marketplace
index,
where
we
look
at
the
performance
of
the
businesses
that
are
operating
marketplace
thanks
to
the
help
of
miracle.
B
And
what
we
see
is
these
businesses.
They
have
a
growth
that
is
two
times
the
one
of
e-commerce.
So,
basically
on
on
the
b2c
side,
you
see
that
marketplace
is
a
huge
driver
of
growth
of
e-commerce
and
on
the
b2b,
it's
exactly
the
same
story,
though
it's
a
a
bit
of
a
new
story.
Of
course,
bruce
has
been
disrupted
by
marketplaces
already
some
time
back,
but
b2b
is
on
the
way
to
to
do
so
as
well,
and
the
rise
and
the
growth
of
marketplace
on
a
novel
basis
is,
is
more
than
30
percent.
B
B
What's
new
with
the
marketplace
model
is
the
fact
that
businesses
can
now
invite
third-party
players
that
body
suppliers
on
their
website
to
sell
products
that
the
operator
of
the
marketplace
doesn't
own
in
terms
of
inventory,
or
they
would
not
take
care
of
the
logistics.
So
what
does
it
mean?
It
means
that
if
you
already
have
an
existing
ecommerce
website,
you
can
also
sell
what
we
call
3p
products,
these
products
from
third
party
suppliers-
and
you
increase
significantly
your
assortment
for
the
better
satisfaction
of
your
customers,
because
they
have
greater
choice.
B
They
see
more
products
that
are
appealing
for
them
and,
at
the
same
time,
it's
a
very
minimal
risk
approach
for
the
business
that
is
operating
the
marketplace
because
he
has
no
inventory
costs,
no
logix
costs.
So
it's
a
win
for
the
customer
credit
choice.
It's
a
win
for
the
operator
of
the
marketplace.
B
B
B
B
So
the
starting
point
is
the
fact
that
by
using
the
marketplace
model
as
a
business,
you
are
able
to
expand
your
assortment
very
quickly.
So
I
think
you
saw
the
example
of
best
buy
just
before
you
can
add,
like
you
know,
thousands,
even
sometimes
millions
of
offers
on
your
website
thanks
to
the
marketplace
model.
So
that's
the
first
step
when
you
do
that
you
are
actually
able
to
attract
more
customers,
because
you
have
more
references
on
your
website.
So
then
you
have
a
better.
B
B
The
fact
that,
when
using
a
marketplace
model
you
take
a
commission
out
of
the
sale
most
of
the
time-
and
you
know
sometime
also
subscription
from
the
sellers
that
are
selling
on
your
marketplace-
gives
you
a
very
good
margin
because,
as
we
said
before,
from
a
financial
perspective,
the
model
is
asset
light.
You
don't
need
to
own
the
inventory.
B
You
have
less
operations
to
take
care
of,
because
you
outsource
a
lot
of
the
operation,
the
fulfillment
to
the
sellers,
and
so
that
means
that
when
you're
taking
a
commission
out
of
the
sale,
it's
actually
close
to
100
margin
that
you're
making
for
these
sales.
So
you
have
an
increase
of
profit
ultimately
and
then,
once
the
marketplace
starts
to
really
you
know,
thrive,
you're
gonna
attract
more
sellers,
because
sellers
are
going
to
see
that.
B
Oh,
yes,
this
business
is
operating
in
a
marketplace,
and
I
want
to
be
part
of
it
because
their
customer
base
is
interesting
to
me.
So
you
have
more
sellers
that
are
coming
and
then,
as
an
operator
of
the
marketplace,
you're
getting
more
insights,
you're,
getting
more
insights
from
your
customers,
because
you
understand
better
what
kind
of
products
they
want.
You're
getting
insights
from
the
sellers.
B
You
can
see
what
are
the
top
sellers
that
are
performing
on
the
marketplace
and
then
we
go
actually
to
the
space
of
the
offline,
because
when
you
see
the
performance
of
the
marketplace
online,
you
can
have
impacts
on
your
store
and
say:
okay,
this
seller
was
only
on
online
selling
on
the
marketplace
and
actually
it's
a
very
good
performing
seller.
So
I
want
to
have
this
seller
also
in
my
stores
and
thereafter
the
possibilities
for
driving
traffic.
B
What
we're
talking
about
at
the
moment
on
what
kind
of
value
the
marketplace
is
creating,
because
what's
really
key,
is
the
fact
that
the
marketplace
has
an
impact
on
the
different
kpis
of
a
digital
business
marketplace
is
helping
on
the
increase
of
sales.
So,
as
we
said,
you
know
we
can
reach
in
in
a
year
time,
20
of
online
sales
for
marketplace
products,
it
increases
the
traffic
and
you
know
best
buy.
Canada
is
a
good
example
of
25
million
visits
that
are
generated
for
the
marketplace.
B
Conversion
rate,
yes,
I
mean
customers
can
find.
Finally,
the
products
that
they
want.
You
can
avoid
out
of
stock.
You
can
have
the
long
tail
of
products,
so
you
have
a
better
conversion
rate
average
of
the
value
is
increasing
because
of
mixed
baskets
and
also
customer
satisfaction
at
the
end
of
the
day.
B
B
So
so
now,
I'd
like
to
go
in
more
concrete
examples
or
use
cases
of
how
some
businesses
are
using
the
marketplace
model,
because
actually
you
can
use
it
in
different
ways
and
we
categorized
the
five
ways
to
use
the
marketplace
model.
The
first
one
is
individual
space
and
that's
typically
what
we
call
the
range
extension.
B
B
The
third
use
case
is
for
what
we
call
the
mro,
or
you
know
the
maintenance,
repair
and
operations,
and
we
have
this
great
example
of
arabic
helicopter.
That
is
a
joint
customers
between
sap
and
a
miracle,
and
the
concept
here
is
when
you
have.
You
know
these
helicopters
on
the
ground
that
have
to
be
maintained.
B
B
B
B
B
You
want
to
partner
with
third-party
suppliers
so
that
you
create
this
one-stop
shop
for
sports
lovers
and
they
can
go
on
your
website
and
they
will
find
on
the
catalan
website
not
only
decathlon
products,
but
also
some
line
of
products
that
maybe
are
new
lines
of
products
or
not
that
easy
to
store
in
the
warehouse
or
in
in
the
stores
of
decathlon.
So
you
have
the
example
here
on
the
left
on
the
e-bike,
and
so
by
adopting
the
strategy.
B
B
B
B
It's
in
europe,
it's
a
leader
in
the
health
and
beauty
space
and
it's
a
big
player,
they're
doing
1.2
billion
euros
in
online
sales,
and
they
had
a
growth
of
their
e-commerce
around
30
percent
per
year
a
year
in
in
the
recent
three
years
until
douglas
was
thinking
about.
Okay.
How
can
I
remain
a
leader
in
my
space?
B
B
They
said,
okay,
my
customers.
They
might
want
to
buy
perfumes,
but
I
think
they
are
also
interested
to
buy
jewelries,
and
I
would
propose
to
have
these
new
categories
thanks
to
my
marketplace,
partners,
my
seller
partners
and
and
doing
that
increasing
significantly
the
average
of
the
value
of
my
online,
what
they
did
as
a
next
step
and
really
going
beyond.
B
Actually
the
monetization
of
the
marketplace
is
not
only
using
you
know
traditional
commission
model,
but
also
using
retail
media
and
sponsored
ads
so
monetizing
the
business
that
we're
doing
with
the
sellers
so
that
they
can
add
more
revenues
on
their
marketplace
as
well,
and
so
the
results
of
today
is
actually
we.
We
see
the
marketplace
gmv,
accounting
for
around
20
of
of
e-commerce,
which
is,
of
course,
a
substantial
revenue.
B
Just
one
second,
all
right,
so
the
next
one
is
so
we
are
in
a
very
different
world
here.
So
you
know,
material
handling
is
the
leader
in
the
manufacturing
of
forklifts
and
the
cases
in
the
us
here,
and
so
the
the
strategy
for
toyota
was
to
say.
Okay,
how
do
I
connect
with
my
end,
consumers,
because
I
want
to
know
them
better
but
at
the
same
time
be
aware
of
not
getting
into
conflict
with
my
dealer
network,
and
so
the
answer
was
the
marketplace.
B
B
B
What's
interesting
is
that
they
have
access
to
the
small
businesses
buying
the
parts
for
the
forklift
and
what
they
realized
actually
is
through
the
marketplace
orders
that
they
studied
they
analyzed.
They
saw
that
70
of
these
marketplace.
Orders
are
placed
by
customers
that
were
not
in
their
crm,
the
reason
being
that
these
customers
were
buying
four
clips
that
were
second
or
third
generation.
B
B
They
have
more
than
5
000
hotels
and
the
reason
why
they
thought
about
the
marketplace
is:
there
was
no
kind
of
centralization
of
the
procurement
function
in
accor,
and
there
were
especially
a
lot
of
hotels.
They
were
having
you
know,
direct
spend
with
local
suppliers,
but
then
these
hotels
doesn't
have
the
full
view
on.
What's
you
know,
available
in
the
market
and,
of
course,
the
procurement
team
at
our
core
wanted
to
avoid
what
we
call
this
maverick
spend
so
spend
that
they
cannot
really
control.
B
So
then
they
decided
to
launch
a
store
shop,
which
is
a
marketplace
that
is
really
designed
for
the
hotel
managers
to
buy
the
amenities
for
the
hotel
rooms
and
on
board
local
suppliers.
So,
in
this
case,
more
than
300
000
suppliers
were
on
board
on
the
platform
and
so
making
sure
that
not
only
suppliers
could
get
the
visibility
to
all
the
hotels,
but
also
the
hotels,
to
see
all
the
suppliers
and
have
the
best
offers
and
the
complete
assortment
for
what
they
need.
B
So
so
miracle
is
a
company,
a
tech
company
that
was
established
10
years
back.
It's
actually
funny
it's
exactly
the
same
year,
2012
than
lazera,
but
the
purpose
of
miracle
is
really
to
help
organizations
to
be
more
competitive
by
leveraging
you
know
their
assets
and
basically
being
better
at
what
they
do
already
by
using
the
marketplace
model.
B
B
Now
the
question
is:
how
can
I
stay
competitive
in
my
vertical
satisfying
my
clients,
with
a
greater
assortment
being
agile,
in
responding
to
new
trends
by
inviting
sellers
to
sell
on
my
website
and
making
sure
that
I
can
scale
my
business
and
accelerate
my
e-commerce
and
what's
interesting
is
this
marketplace?
Momentum
is
really
across
a
lot
of
different
verticals.
B
B
So
we
are
behind
the
marketplace
of
central
group
or
macy's
and
specialists,
whether
you're
in
electronics,
in
diy,
in
home
and
living
in
the
airport
industry
with
changi
airports
or
the
april
decathlon.
I
found
that
is
you
know
from
h
m.
So
it's
really
going
across
all
the
verticals,
because
that's
really
a
way
to
to
be
offensive
in
the
e-commerce
space
and
and
making
sure
that
you
you
can
strive
for
the
future
and
again
it's
not
only
on
the
btsd
side.
B
B
As
a
company
is
now
powering
around
300
marketplaces
in
in
the
world,
we
are
seeing
around
five
billion
dollars
of
gmv
present
transiting
for
our
platforms
with
more
than
50
thousand
sellers,
and
we
have
globally
around
800
people
and
of
course
the
relationship
with
sap
is
very
interesting,
because
we
have
a
lot
of
references
of
really
good
wins
with
miracle
and
sap
ecommerce.
So
miracle
is
a
back-end
technology,
so
we
are
not
a
front-end
technology.
B
B
So
the
technology
piece
is
obviously
very
important
and
we've
been
recognized
by
forester
as
a
leader
in
in
the
wave,
and
we
have
a
nine
out
of
ten
different
shaded
marks
in
in
the
report.
So
so
we
are.
Definitely,
you
know
very
well
recognized
in
the
technology
piece,
but
what's
also
key
is
to
understand
is
the
fact
that
we
are
not
only
a
technology
company.
We
are
providing
expertise
because
we
are
talking
about
new
business
model,
because
we
are
talking
about
innovation.
B
B
B
So
this
is
where
we
rely
on
the
expertise
for
implementation
and
also
ecosystem
means
how
we
can
help
marketplace
operators
to
go
faster
in
onboarding
sellers,
and
so
what
we
started
to
build-
and
it's
already
quite
mature
in
europe
and
in
the
u.s,
is
a
repository
of
sellers-
that
we
call
miracle
connect
that
has
vetted
sellers
high
quality
sellers.
That
operators
of
the
marketplace
can
choose
to
start
very
quickly.
The
marketplace
with
hundreds
of
sellers
from
from
day.
One.
B
A
Thank
you
so
much
alexis
for
taking
us
through
the
presentation.
I
think
it's
a
very
interesting
market
that
you
are
playing
in
and
given
the
fact
that
online
commerce
is
only
growing,
puts
you
in
a
very
interesting
spot
as
well
so
yeah.
So
a
few
questions,
something
that
almost
every
one
of
the
customers
who
will
be
watching
this
or
who
is
watching
this
will
have
in
their
mind.
A
First
thing
is
how
easy
or
difficult
is
it
to
implement
your
product
and
go
live
and
how
long
does
it
typically
be
a
typical?
I
understand
that
every
project
is
different,
but
in
your
experience,
if
someone
has
to
allocate
some
time
what
would
be
a
ballpark
figure
in
terms
of
you
know
time
to
go,
live
from
the
day
you
decide
to
go,
live.
B
Yeah
sure
interesting
question.
I
think
before
that,
if
I
may
insist,
the
really
the
important
thing
is
that
we
are
helping
customers
on
the
vision
of
the
marketplace
and
that
we
can
create
the
business
case.
So
that's
really
kind
of
the
first
step
that
is
critical
in
the
engagement
that
we
have
with
with
partners.
B
B
B
And
so,
if
you
know,
if
I
want
to
summarize
our
business
model,
is
yes
it's
a
rory.
It's
a
it's
kind
of
a
percentage
of
the
gmv
that
we
are
generating
because
we
are
generating
new
revenues
for
clients,
and
so
we
want
to
have
the
skin
on
the
game.
And
so
we
we
are
taking
a
a
small
cuts
off
the
the
gmb
of
the
marketplace.
A
From
a
success
point
of
view,
so
I
I
know
that
you
already
shared
a
few
examples
that
in
different
use
cases
different
industries,
but
if
I
were
to
think
of
an
ideal
customer
who
can
really
benefit
from
the
implementation
of
the
marketplace,
what
would
that
ideal?
Customer
look
like
I
mean
for
this
kind
of
a
customer.
This
is
like
a
grand
slam.
B
B
Of
course,
what
I
discussed
as
well
is,
if
you
already
have
assets
like
you,
have
traffic
on
your
website.
You
already
have
an
e-commerce,
you
have
an
omni-channel
strategy
and
you
want
to
complement
the
strategy
with
the
marketplace.
That's
all
good
things
to
have
in
your
basket
to
make
your
marketplace
strategy
a
success,
but
it's
not
no
a
necessity.
I
would
say.
A
B
A
B
B
I
think
the
vision
that
was
created
around
what
the
marketplace
should
look
like
in
the
details
of
the
sellers
that
you
want
to
onboard
the
categories.
So
this
is
very
important
and
the
more
work
you
do.
You
know
before
the
implementation,
the
better
it's
going
to
be.
You
know,
successful
and,
and
then
I
think
it's
a
question
of
expertise
of
the
the
people
that
are
working
on
the
implementation
phase.
So
we
have
miracle
two
ways
to
ensure
a
good
expertise.
B
A
B
B
What's
one,
and
that
was
the
strongest
driver
in
accord
project,
is
they
wanted
to
make
sure
that
the
hotel
managers
they
are
going
on
a
platform
whose
customer
experience
is
very
similar
to
a
b2c
online
experience
right
and
when
I
shared
you
know
the
customer
expectations
on
the
bwc
side,
it's
also
valid
on
the
b2b,
now
billy
buyers.
They
want
to
have
the
same
experience
so
by
having
this
platform
that
is
very
easy
to
use
and
access
to
suppliers
globally.
A
And
you
speak
about
the
onboarding
of
the
vendors
right,
even
not
necessarily
from
procurement
use
case,
but
also
on
an
e-commerce
use
case
or
any
other
use
case.
The
question
that
I
have
is
that
do
you
have
if,
for
example,
there
is
a
vendor
who's
already
on
board
around
one
of
your
marketplaces
and
has
to
be
on
board
another
marketplace:
do
they
just
simply
log
in
or
do
they
have
to
it's
a
fresh
onboarding
that
they
have
to
do
again
for
a
different?
Yes,.
B
B
This
is
where
you
have
the
ability
ability
of
the
seller
to
push
your
products
on
different
marketplaces,
and
so
the
the
the
vision
is
not
to
do
the
work.
You
know
each
time
you
want
to
plug
to
a
miracle-powered
marketplace.
So
so,
yes,
it's
exactly
part
of
the
strategy.
It's
also
to
ease
for
sellers,
the
fact
that
they
can
not
only
publish
their
products
on
one
marketplaces,
but
actually
on
multiple
miracle-powered
marketplaces.
A
How
easy
or
difficult
is
it
I
mean
you
didn't
address
this
just
a
little
while
before
in
terms
of
the
ease
of
onboarding,
but
my
question
is
you
know
if,
for
example,
there
are
vendors
who
already
there
are
brands
which
already
have
a
marketplace
going
and
there
is
another
brand
which
is
wanting
to
create
a
marketplace
which
wants
to
have
all
the
products
that
this
marketplace
already
has.
So
how
does
that
work?
So
I'll
give
you
an
example.
A
B
B
Yeah,
so
it
depends
on
what
we
are
calling
around
onboarding.
If
it's
you
know
from
the
pure
technology
and
process
standpoint
miracle
platform
is
there
to
facilitate
the
onboarding
in
the
self-service
manner
of
partners
and
to
publish
you
know
their
product
catalog
in
line
with
the
taxonomy
of
the
operators.
So
from
the
technological
perspective,
there
are
a
lot
of
things
that
are
automated
and
we
want
to
make
the
work
easy
for
sellers,
then,
on
finding
the
sellers,
there
are
different
models,
usually
our
clients.
B
They
have
a
business
development
team
that
would
look
in
the
market
for
some
sellers
to
onboard.
But
again,
as
I
said,
there
is
also
miracle
connect,
and
so
there
is,
you
know
in
some
region
availability
of
a
large
number
of
sellers
that
they
can
tap
into
directly
and
not
doing
the
work
of
the
business
development.
A
B
I
think
you
know
if
I
gave
only
a
personal
list,
I
would
rather
talk
about
the
global
number.
I
think
you
know
in
terms
of
common
references.
I
think
we
we
should
be
maybe
above
about
50.,
okay,
so
in
this
ball
park.
Yes,
so
there
are
some
confidential
names
that
we
we
cannot,
of
course
reference.
But,
yes,
we
we
have
a
a
considerable
number
of
drawing
customers.
A
Super
so
we're
getting
close
to
the
time
that
we
had
so
my
request
to
you
is,
if
you
can
share,
share
either
a
link
or
an
email
id
where
people
can
reach
out
to
for
those
at
least
who
are
watching
this
as
an
on-demand
session
in
terms
of
enough,
they
want
more
information
or
if
they
want
to
connect
to
someone
from
miracle
to
take
a
conversation
forward.
How
should
they
do
that.
B
A
Alternately,
if,
if
you
want
to
reach
out
to
the
team,
you
can
also
write
to
me
order
to
win
this
indus
at
admin,
industry.com
or
mukesh.sap.com.
You
can
find
me
on
linkedin
anyways,
the
recording
on
linkedin
vid.
Video
already
have
tagged
alexis
on
the
on
the
post,
so
you
can
reach
out
to
him
on
on
linkedin
as
well
so
multiple
ways
for
you
to
reach
out
and
start
a
conversation.