To be a platform or not to be

To be a platform or not to be

Following the Marketplace’s era which had leaded discussions and retailers action plans in the early 2010s, we have now entered the Digital Platform age. A platform becomes indisputably a logical extension of its own marketplace with a more mobile-oriented approach (especially App) and a stronger focus on disruption towards historic retailers.

Diapositive1 2 - To be a platform or not to be

If a marketplace meant to offer a quasi-unlimited products inventory, a platform focuses more on an ultra-simplified customer experience which must be addictive such as Uber or Blablacar that have changed the standards of mobility.

Few historic players definitely understood the necessity to be a top player in this digital revolution: SNCF, the French National Railways company, surprisingly belongs to this limited club of visionary historic players: it has recently confirmed, via its President, its desire to become a comprehensive mobility platform offering various types of journeys enabled by its recent acquisitions: on top of train, bus, car (GreenCove, OuiCar…).

The United States are unsurprisingly leading this digital revolution and the recent acquisition by Walmart for $3.3 billions is here to prove it. To demonstrate the incredible traction since a year: 400 000 new clients per month and 25 000 orders per day seem to justify the significant cost paid by Walmart for this extremely young platform.

 Wish is certainly another platform stirring up desire from the biggest players (Alibaba and Amazon): this start-up founded 2 years ago, may have refused bids up to $12 billions! Those incredible numbers juts confirm (if needed) that the platform’s phenomenon is here for good and will change activity of numerous players.

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