Enquadramento. Análise e prospeção das vendas em ecommerce (mundial) EUA - E-COMMERCE

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2 E-COMMERCE nos EUA

3 EUA - E-COMMERCE Enquadramento Análise e prospeção das vendas em ecommerce (mundial)

4 EUA - E-COMMERCE Enquadramento Vendas em ecommerce por região (mundial)

5 EUA - E-COMMERCE Enquadramento Empresas líderes em ecommerce (mundial) Empresa HQ Vendas 13 (Bi$) Vendas 14 (Bi$) Amazon EUA JD.com China 11 18,5 ebay EUA 16,3 17,9 Wal-Mart EUA 9,8 12,2 Otto Group Alemanha 8 11,8 Alibaba (exc. wholesale) China 4 8,57 Groupe Casino França 4 4,5 Tesco Reino Unido 4 n/a Rakuten Japão 3 5,6 Best Buy EUA 3 n/a worlds // Websites das empresas

6 EUA - E-COMMERCE Enquadramento Plataformas líderes em ecommerce (2014)

7 EUA - E-COMMERCE Enquadramento Investimentos VC em ecommerce, por sectores ( , mundial)

8 EUA - E-COMMERCE Tendências Omnichannel e Valores de encomendas Mobile (crescimento anual de 42%) Wearables (crescimento de 21,7M em 2013 para 176,9M em 2018) New devices, como o Amazon Echo

9 EUA - E-COMMERCE Recomendações Seguir as tendências de Design Mobile-friendly Entregas flexiveis Desde o quando, o como e onde. Segurança Sistemas de fidelização subscrições dias especiais pe. Cyber Monday Early access,... Social Media Facebook regista em média 85% das encomendas feitas em SM emarketing Atendimento ao clientes digital Pagamentos

10 EUA - E-COMMERCE Startups The Business Case Do you have the logistics or programming capability to deliver your goods/service? Launch selling Launch your product listings, site or service Explore 1 2 Business Case Test 3 4 Launch Ramp 5 Find niches underserved Explore what offerings are missing from certain demographics or traditional retailers Test Marketing Sell some of the products on a trial or small scale to see how the market responds. Use Marketplaces Ramp Marketing Capacity planning is important, but ramping the marketing is most important. Suppliers and Partners can provide a safety valve Grant Morrow, ecommerce Program Manager

11 Rui Boavista Marques ROADSHOW no Porto em Setembro de 2015 Mais informações em

12 ANEXOS

13 EUA - FINANCIAMENTO Anexo #1: Exemplo de critérios de decisão de investimento The criteria of investment for VCs: team + opportunity + business model 1. Team = risk of execution (the most important criteria by far) Best format: 2-3 founders with complementary skills, experience in the field, good learning pace, connections within the industry, (or a community already built). Super bonus: recommendation from a VC/BA or entrepreneur Mega bonus: you already sold one company before Ultra Bonus: you already sold one company before with a multiple of x

14 EUA - FINANCIAMENTO Anexo #1: Exemplo de critérios de decisão de investimento The criteria of investment for VCs: team + opportunity + business model 2. Opportunity = vision + promise (make them want to know more & work on your brand) Problem/solution (problem/solution -> be very specific & convincing about the problem) Timing (the later you enter a market the less risky but also the more expensive - don t be too early though) Market size (you have to be ambitious & disrupt a huge market) Competitors (you are not the best, you do things differently and that s a better way to do it and you execute it well. Focus on your competitive advantages.) Joker: exit easy to spot (big players + recent M&As or IPO if you want to rock the world)

15 EUA - FINANCIAMENTO Anexo #1: Exemplo de critérios de decisão de investimento The criteria of investment for VCs: team + opportunity + business model 3. Business Model = smart & wise (show them you know your job & you re creative) Value proposition (not the technology but the product/service for the client) Clients (you d better really know them) Competitive Advantage (distribution, technology, partnership...) Distribution (growth hacking plan) Joker: you ve got wonderful traction (if it seems very risky you d better have some good figures)

16 EUA - FINANCIAMENTO Anexo #2: Flow chart de decisão de investimento