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How Blockchain is Transforming the eCommerce Industry

New technologies tend to disrupt existing systems and the blockchain is no exception. This technology is bringing about changes to both small and large market structures. One industry that is experiencing the power of blockchain technology is the eCommerce.

The eCommerce industry is currently experiencing a significant turnaround all thanks to blockchain technology. Even before the adoption of the blockchain, the industry was doing quite well. Last year, retail eCommerce platforms sold products worth $2.304 trillion. In fact, this which was an approximate increase of 24.8% from the previous year.

Related: Top chinese wholesale websites

Blockchain could eliminate the monopoly

The blockchain has the power to decentralize the eCommerce industry. Only a handful of players currently control this market space creating a monopoly. The decentralized nature of the blockchain will help distribute power to all relevant stakeholders. It will provide everyone in the industry with an opportunity to expand and change the eCommerce market, as we know it.

However, key players like Amazon, Walmart, and Alibaba are doing everything in their power to stay on top. Additionally, these three companies have important blockchain-based innovations that will help secure their positions. Despite their efforts, experts believe blockchain technology will soon change the dynamics.

Increase eCommerce transparency and proper records

One aspect that increases the popularity of the blockchain is transparency. With an increased level of crime in various industries, people are happy to adopt technology that enables transparency. With the blockchain, both the retailer and the customer can track their goods and any related information if they so choose.

Retail shops will thrive or die depending on the reliability of its supply chain. Through tracking, retail shops will know where their stock is at any given time which is especially advantageous in the eCommerce industry. Also, they will be able to ascertain when and item will arrive and whether or not the vendors are supplying the correct products.

In addition, the blockchain assists in data storage, leading to the creation of proper records. All information stored on the blockchain is secure and free from third party manipulation. The blockchain network is virtually impossible to hack. Proper records and transparency leads to the establishment of trust between the customers and retailers.

Reduced transaction cost

Blockchain technology delivered on its promises. Unlike some existing technologies, the blockchain decreases the cost of running a buy toys wholesale business. Through integration of various systems, the blockchain allows business owners to reduce costs involving IT support, administrative tasks and so forth. Similarly, transparency allows eCommerce shops eliminate unnecessary expenses and redirect these funds into growing the business.

In addition, using cryptocurrencies like Bitcoin, Bitcoin cash, Litecoin, and other digital currencies is cheaper compared to conventional currencies. By spending less on transactions, customers and shop owners are able to initiate considerable savings at the end of the day.


Retailers Team With Providers For eCommerce Payments’ Tear

Online shopping is on a tear, and marketplaces are reaping the rewards. Some sites are seeing more active buyers and higher gross merchandise sales (GMS) as consumers look to buy all sorts of items from merchants and creators. Etsy, for instance, recently noted that active buyers on the site grew by 17 percent to reach 37 million worldwide last quarter, while active sellers grew by 8 percent to two million. At the same time, GMS growth accelerated to 20.8 percent from 19.3 percent at the time.

Etsy is hardly alone: eCommerce is experiencing year-over-year growth of 14 percent, according to the Payments Powering Platforms Tracker, and merchants looking to capitalize on this rise must accept the preferred payment methods of their customers, which include everything from credit cards to PayPal to Venmo and everything outside and in between.

To help bring these options to shoppers, a growing group of payments players are fostering partnerships to accept new payment methods and improve their offerings. H&M, for instance, recently inked a deal with Klarna as Etsy partnered with Square. At the same time, Seat Geek is offering Apple Pay as Shopify added Venmo as a payment option.

Just under 150 billion — or 148.5 billion — online payments were completed in the U.S. in 2016, the most recent data available. And new payment methods are coming to eCommerce sites: Shopify, for instance, announced in October that it was adding Venmo as a checkout option for its Shopify Merchants that use PayPal checkout. The company noted in a blog post that it is always looking at popular checkout options that are resonating with buyers in order to reach more consumers and expand its business. In the post, Shopify wrote, “by accepting Venmo directly in your online store, users can complete their purchase in just a few clicks. Giving customers a familiar way to pay can lessen abandoned eCommerce carts and increase sales for your bulk t shirts wholesale cheap business.”

A little more than 74 billion — or 74.5 billion — online payment volume was completed in the Eurozone in 2016, the most recent data available. And European retailers are embracing digital payments: H&M, for instance, recently inked a partnership with Klarna through which they will further integrate H&M’s physical and digital stores. In a press release, the companies said that with the deal customers will get a more personalized shopping experience, whether that’s in a physical store or online. Klarna will power H&M’s Club payment program with the deal, give customers a streamlined post-purchase service as part of H&M’s mobile app, provide an omnichannel customer payment offering, and bring out other services that are yet to be announced.

The expected size of the digital payments industry by 2027 is $2.4 trillion. And some marketplaces are expanding their digital payment offerings: Etsy, for instance, partnered with Square to implement in-person payments for its sellers. Etsy CEO Josh Silverman said in an earnings conference call in May that the partnership allowed Etsy to replace a homegrown platform that “consumed time and attention from our engineering team.” The news came a few months before Square posted results this November that showed double-digit gains in gross payment volumes, notable growth in subscription and software-based revenues and continued traction amid a base of larger merchants.

Just under eight in 10 — or 77 percent — of mobile debit payments are made via Apple Pay. Seat Geek is among the platforms using Apple Pay: the ticket retailer includes the payment method amid its options for its Snapchat ticket buying experience. When it comes to purchasing a ticket, consumers normally have to complete many steps. Through SeatGeek’s Snap integration, however, consumers can pay in-app using a credit card, debit card, PayPal or Apple Pay while they are engaged with content. SeatGeek Director of Commerce Partnerships Lee Moulton said in a June interview with PYMNTS, “It’s those moments where you’re looking at these mediums and you’re like ‘wow I haven’t been to a game in a while,’” adding that the media triggers consumers to consider purchasing a ticket.

And 79 percent of U.S. adults make purchases online. When it comes to upcoming holiday season, eMarketer noted that eCommerce is expected to be responsible for 12.3 percent of sales. The company also reported that online retail sales may hit $123.73 billion as consumers buy gifts, which would be a 16.6 percent increase from last year. At the same time, eMarketer Forecasting Analyst Cindy Liu noted that more promotions and perks such fast shipping are to be expected amid competition between Amazon and other eCommerce retailers. The news comes as the National Retail Federation (NRF) found in a recent survey that consumers are expected to spend an average of a little more than $1,000 in the upcoming holiday season. The figure marks a 4.1 percent increase from 2017, when consumers said they would spend an average of just under $1,000 according to a press release from the NRF.

Going forward, the Boston Consulting Group (BCG) and Swift noted in a report that retail payments may compete on personalization. That comes to show that payments players that have the digital know-how can have an advantage over the less digitally-innovative competition as they head into the future.

Also Read: dropship companies with no membership fees


Centric Brands Inc. (the “Company”) (NASDAQ:CTRC), a leading lifestyle brands collective, formerly Differential Brands Group Inc., today announced its financial results for the three months ended September 30, 2018.

The results included below reflect the Company’s financial position and operations before it completed the acquisition (the “Transaction”) of a significant portion of Global Brands Group Holding Limited’s (Hong Kong listed: SEHK Stock Code: 787) (“GBG”) North American licensing business on October 29, 2018.

Third Quarter Financial Review

Total Company net sales for the third quarter of fiscal 2018 decreased 6.0% from the same quarter last year to $39.8 million. Somewhat offsetting dropship companies segment net sales decline of 12.3% in the quarter compared to last year was strong 13.6% net sales growth in the Consumer Direct segment. Within the Wholesale segment, Robert Graham and Hudson net sales declined 10.9% and 18.1%, respectively, while SWIMS registered solid net sales growth of 10.1%. The Consumer Direct net sales growth in the quarter was broad-based including Ecommerce net sales growth of 20.6% and a retail stores net sales jump of 9.4%, which was led by outlet store net sales growth of 13.8% and full price store net sales growth of 5.9%.

Initial gross profit margins increased 1.2% during the third quarter 2018 to 52.1% from 50.9% in the same quarter last year. The margin improvement was driven from a higher penetration of full price business. Gross profit declined approximately $900 thousand as a result of overall sales volume declines.

Selling, general and administrative expenses for the third quarter 2018 increased $138 thousand to $15.5 million compared to the same quarter of the prior year after excluding acquisition related expenses incurred in the third quarter of 2018 of $9.6 million. Excluding acquisition related expenses, selling, general and administrative expense rates increased to 38.8% from 36.2% in the third quarter 2017. Operating expense increases, excluding acquisition related costs, primarily relate to higher direct store labor expenses this year versus the prior year period.

Adjusted EBITDA for the third quarter of 2018 was $2.3 million as compared to $3.2 million for the same quarter last year.

For the third quarter of 2018 and 2017, net loss and loss per share were $10.6 million and $0.89 per share compared to $0.2 million and $0.12 per share, respectively.

Subsequent to September 30, 2018

On October 29, 2018, the Company successfully completed the acquisition of a significant portion of GBG’s (Hong Kong listed: SEHK Stock Code: 787) North American licensing business.

Concurrent with the closing of the Transaction, the Company entered into a (i) first lien credit agreement with Ares Capital Corporation, as administrative agent and certain other lenders party thereto and a (ii) second lien credit agreement with U.S. Bank National Association, as administrative agent and collateral agent and certain other lenders party thereto.

i) The First Lien Credit Agreement provides for a senior secured asset based revolving credit facility with commitments in an aggregate principal amount of $150 million, which matures four and a half years from the closing date and a senior secured term loan credit facility in an aggregate principal amount of $645 million, which matures five years from the closing date.

ii) The Second Lien Credit Agreement provides for a second lien term loan facility in an aggregate principal amount of $668 million, which matures six years from the closing date.

Concurrent with the closing of the Transaction, the Company changed its name to Centric Brands Inc., reflecting its position as a leading dropship lifestyle review brands collective platform. Effective November 2, 2018, Centric Brands is listed publicly on the NASDAQ under the ticker symbol CTRC.

Concurrent with the closing of the Transaction, Jason Rabin, former President of GBG North America, was named Chief Executive Officer of Centric Brands Inc.

About Centric Brands Inc.

Centric Brands (NASDAQ:CTRC) is a leading lifestyle brands collective, bringing together creative minds from the worlds of fashion and commerce, sourcing, technology, marketing and digital. We design, produce, manage and build kid’s wear and women’s and men’s accessories and apparel and distribute our products across all retail and digital channels in North America and in international markets. We also license over 100 brands across our core product categories including kid’s, women’s and men’s accessories and apparel. Our company-owned brands are Hudson®, a designer and marketer of women's and men's premium, branded denim and apparel, Robert Graham®, a sophisticated, eclectic apparel and accessories brand seeking to inspire a global movement, and SWIMS®, a Scandinavian lifestyle brand best known for its range of fashion-forward, water-friendly footwear, apparel and accessories. We employ approximately 4,000 employees in offices in New York City, Greensboro, NC, Los Angeles, CA, and Montreal, Canada, and in stores throughout North America.

Forward-Looking Statements and Important Disclosure Notice

This release contains forward-looking statements within the meaning of the safe harbor provisions of the Private Securities Litigation Reform Act of 1995, as amended, Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. The matters discussed in this release involve estimates, projections, goals, forecasts, assumptions, risks and uncertainties that could cause actual results or outcomes to differ materially from those expressed in the forward-looking statements. All statements in this release that are not purely historical facts are forward-looking statements, including statements containing the words “may,” “will,” “expect,” “anticipate,” “intend,” “estimate,” “continue,” “believe,” “plan,” “project,” “will be,” “will continue,” “will likely result” or similar expressions. Any forward-looking statement inherently involves risks and uncertainties that could cause actual results to differ materially from the forward-looking statements. Factors that would cause or contribute to such differences include, but are not limited to:; the anticipated benefits of the Transaction on the Company’s financial results, business performance and product offerings, the Company’s ability to successfully integrate GBG’s business and realize cost savings and any other synergies;

The risk that the credit ratings of the combined company or its subsidiaries may be different from what the Company expects; the risk of intense competition in the denim and premium lifestyle apparel industries; the risk that the Company’s substantial indebtedness could adversely affect the Company’s financial performance and impact the Company’s ability to service its indebtedness; the risks associated with the Company’s foreign sourcing of its products and the implementation of foreign production for its products, including in light of potential changes in international trade relations proposed to be implemented by the U.S. government;

Risks associated with the Company’s third-party distribution system; continued acceptance of our product, product demand, competition, capital adequacy, general economic conditions and the potential inability to raise additional capital if required; the risk that the Company will be unsuccessful in gauging fashion trends and changing customer preferences; the risk that changes in general economic conditions, consumer confidence or consumer spending patterns, including consumer demand for denim and premium lifestyle apparel, will have a negative impact on the Company’s financial performance or strategies and the Company’s ability to generate cash flows from its operations to service its indebtedness;

The highly competitive nature of the Company’s business in the United States and internationally and its dependence on consumer spending patterns, which are influenced by numerous other factors; the Company’s ability to respond to the business environment and fashion trends; risks related to continued acceptance of the Company’s brands in the marketplace; risks related to the Company’s reliance on a small number of large customers; risks related to the Company’s ability to implement successfully any growth or strategic plans; risks related to the Company’s ability to manage the Company’s inventory effectively; the risk of cyber-attacks and other system risks; risks related to the Company’s ability to continue to have access on favorable terms to sufficient sources of liquidity necessary to fund ongoing cash requirements of the Company’s operations or new acquisitions;

Risks related to the Company’s ability to continue to have access on favorable terms to sufficient sources of liquidity necessary to fund ongoing cash requirements of its operations or new acquisitions; risks related to the Company’s pledge of all its tangible and intangible assets as collateral under its financing agreements; risks related to the Company’s ability to generate positive cash flow from operations; risks related to a possible oversupply of denim in the marketplace; and other risks.

The Company discusses certain of these factors more fully in its additional filings with the SEC, including its annual report on Form 10-K for the fiscal year ended December 31, 2017 and subsequent reports filed with the SEC, and this release should be read in conjunction with those reports through the date of this release. The Company urges you to consider all of these risks, uncertainties and other factors carefully in evaluating the forward-looking statements contained in this release.

The press release above contains summaries of certain financial and statistical information about the Company. The information contained in this press release is summary information that is intended to be considered in the context of the Company’s SEC filings and other public announcements that the Company may make, by press release or otherwise, from time to time. In addition, information related to past performance, while helpful as an evaluative tool, is not necessarily indicative of future results, the achievement of which cannot be assured. Investors should not view the past performance of the Company as indicative of the Company’s future results.

Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date hereof. Since the Company operates in a rapidly changing environment, new risk factors can arise and it is not possible for the Company’s management to predict all such risk factors, nor can the Company’s management assess the impact of all such risk factors on the Company’s business or the extent to which any factor, or combination of factors, may cause actual results to differ materially from those contained in any forward-looking statements. The Company’s future results, performance or achievements could differ materially from those expressed or implied in these forward-looking statements. The Company does not undertake any obligation to publicly revise these forward-looking statements to reflect events or circumstances occurring after the date hereof or to reflect the occurrence of unanticipated events, except as may be required by law.

Kevin Nov 15

Ayer, uno de mis clientes me preguntó cuál es la diferencia entre SHR y OPT. Así que creo que mucha gente no sabe la diferencia entre ellos. Aquí, he resumido información más detallada sobre la OPT SHR hair removal machine. Espero que te sea de utilidad.

OPT es una tecnología de luz pulsada muy avanzada. En comparación con la generación anterior de IPL, OPT puede lograr efectos más efectivos, especialmente para reafirmar, eliminar arrugas y reducir los poros. Es una verdadera tecnología de rejuvenecimiento de la piel. .

OPT SHR tiene dos modos de trabajo: OPT y SHR. OPT se utiliza principalmente para la eliminación del vello, la depilación, la eliminación del acné y el rejuvenecimiento de la piel. SHR se utiliza principalmente para la eliminación rápida del tratamiento. Un tratamiento OPT SHR puede ser de 3 a 5 veces el tratamiento normal de IPL. Las longitudes de onda de la IPL convencional no penetran profundamente en la piel, por lo que la remoción y la depilación del pigmento no son muy efectivas, pero cuando se depila, el modelo SHR con una longitud de onda de 690-950 nm puede penetrar más profundamente, los pigmentos del modelo OPT con una longitud de onda de 570-950 Nuevo Méjico. Es más efectivo con el tratamiento de rejuvenecimiento de la piel.

1. ¿Es OPT SHR realmente efectivo?

En general, podemos ver un resultado después de un tratamiento OPT SHR, pero también depende del tipo de lesiones de pigmentación de la piel y del tamaño del área de la lesión. Si desea eliminar la pigmentación de forma permanente, necesita un proceso a largo plazo, y el médico recomienda al menos un curso de tratamiento.

2. ¿Cuánto tiempo dura el tratamiento con OPT SHR?

El tratamiento OPT SHR requiere más tiempo para disparar que otros tratamientos, generalmente en 15-20 minutos. 3-5 veces es un curso de tratamiento, un intervalo de un mes. Para mantener un mejor efecto terapéutico, el intervalo después de un tratamiento puede ser de medio año.

3. ¿Depende la regeneración de la piel OPT SHR?

La pigmentación, a través de la energía de amplio espectro IPL para eliminar la piel de color amarillo oscuro, estimular la proliferación de colágeno, mejorar la elasticidad de la piel y, en última instancia, hacer que la piel sea más brillante y delicada. Este es el proceso de la terapia física, por lo que la piel no depende del tratamiento.

4. ¿Es adecuado el invierno para el tratamiento de rejuvenecimiento de la piel?

Debido a la débil radiación UV en invierno, es muy adecuado para IPL skin rejuvenation machine. Los rayos ultravioleta son demasiado fuertes y es fácil dañar la piel después del tratamiento. Especialmente después de la exposición, no se recomienda el tratamiento regenerativo de la piel. No se recomienda el tratamiento de la piel con IPL si el paciente es alérgico a la luz o tiene inflamación.

5. ¿El tratamiento OPT SHR para la piel es perjudicial para el estrato córneo de la piel?

La energía IPL es muy precisa, el estrato córneo de la piel es transparente, no puede absorber la energía de la luz, por lo que no dañará el estrato córneo, pero la energía puede estimular el colágeno y hacer que la piel se vuelva más firme. Pero lo más importante es elegir un spa o clínica de belleza profesional y un equipo de belleza profesional.

6. ¿Cuál es el tratamiento más obvio para la OPT?

Después de 10 años de observación clínica, encontramos que la forma más efectiva de tratar la TPO es lograr estándares de piel saludables. La piel es más limpia, hidratada, más elástica y brillante. Obviamente puedes encontrar una cara muy limpia, delicada y arrugada.


Ray Trey
Daily life brings us many surprises and makes us obliged to deal with the urgent matters and patterns that we can solve only when having the sufficient professional qualification. For example, in order to find freelance work, you have to obtain good writing skills or programming skills. Similarly, to optionally calculate digits and save your budget, and even make some profitable investments, you have to upgrade the skills of the economic background. Significantly, all these issues arise as a human being grows in their personality development. We are all in the huge need to gain success for development of the best opportunities in life. That is why we have to choose professional qualification right so that to make sure we are on the correct career path. The choice of the future job people commonly make in the age of 20-30. That is the right period in life to state goals and priorities. They should become strategic for the entire life. Meaningfully, for young people, it is significant to take care of the features of the future work. So, for example, if you want to become an engineer, you should better study mathematics and the other applied sciences; alternatively, if you want to become a lawyer, you should better put a stake on the humanitarian subjects. You should make the choice of college accordingly. The suggestion of the professional choice for young people includes the following tips: 1. Test yourself for professional orientation. 2. Choose subjects you love the most. 3. Write your personal statement. 4. Help yourself with a topical decision that addresses the innovative potential. 5. Shift to the digitalization of education. 6. Pass the psychological personality testing. In many cases, young people need to get introduced with many options they have. That is why they clearly may count on the courses of professional orientation prior they are enrolling in colleges. You can consult the local psychologists to provide you with the optional personality testing so that you can get going with the most advanced solutions in front of the college choice. It would be helpful specifically if you need professional advisory help from experts in this field. You should test your temperament and personality type to get to know the best options for professional qualification you have right beside of you. The choice of college courses is optional; however, you have to pay for this service. That is why it is strongly recommended not to waste your money on useless subjects for your future qualification. You should make the most profitable choice that will have the direct impact on your life. Irrespectively of the professional college choice, you will have to do creative assignments in the process of studying. For instance, you will be obliged to write academic papers on the chosen topics regularly to pass courses. And, if you do not have the time or advanced skills or even knowledge to deliver these papers on time, you can order professional academic writing help from myessayservice or any other company that will definitely facilitate your college life.
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But in the early 20th century, as University of California, Berkeley, escape room props for sale geographer Richard Walker described in his 1997 history “Oakland: Dark Star in an Expanding Universe,” “deindustrialization before deindustrialization” took hold. But deindustrialization also left holes in Oakland’s downtown.

But before this happens, a majority of the sun's energy is lost to heat with some fraction also lost during the extraction of usable energy or due to inefficient light collection. But a child’s brain is flexible and absorptive. Bryan Pollock, co-founder and member of MotherLode MakerLabs in Sonora, talks about a 3D-printed chess set at the makerspace on Oct.

escape room props for sale

Bryan Pollock, a co-founder and one of the members of the MotherLode MakerLabs in Sonora, reflected on his experience in high school during the 1970s. Breakout offers a dungeon-like room in which participants are led in blind-folded and handcuffed around a cot. Both Shelgren and his wife Melissa are family-focused and involved with education. Blanchard flew back to Oakland the day after the fire.
Between the 1950s and 1960s, operating expenses increased and older facilities in Oakland declined in profitability. Between 2007 and 2011, 1 in 7 Oakland mortgages entered default, with 1 in 14 eventually lost to foreclosure. Bernbaum’s son, Jonathan, was 34 years old when he died in the Ghost Ship fire.

Bernbaum hopes to sell businesses and cities — Oakland, but also San Francisco, Berkeley and the other municipalities that make up the greater Bay Area — on the financial prospects of such an undertaking. Basu mentions the fire at the Oakland halfway house on San Pablo Avenue on March 27, 2017, a few months after Ghost Ship.


Based on an audio recording taken from inside the business, authorities believed Wardlaw snatched a nonworking phone, a television remote, and a can of beer from the fridge, and wandered into the creepy unlit room. Based on an audio recording taken from inside the business, authorities believed the man snatched a nonworking phone, a television remote, and a can of beer from the fridge, and wandered into the creepy unlit room.
At this time there are no known witnesses or suspects according to the police report. As was the case in many parts of the country, investor groups were ready with bundles of cash to snatch up properties at the dirt-cheap prices. And if that’s true, the device is fated to fail. Visit JXKJ1987 official site to know more about this prop,http://m.jxkj1987.com/en/
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Due to the complex work environment of many companies, they like to use outside agencies to get work done for them. These agencies have great skills, there's no doubt about it. However, nothing compares to having a high-quality in-house marketing team.

You have to make plenty of difficult decisions when designating an in-house team. Today we are going to learn what you need to do to build a strong marketing team. It's your job to make sure that everything runs smoothly, and the best way to do that is by making smart wholesale sportswear business decisions about who you hire and how you use them within the company.

Here are four tips to think about when you start to build your in-house marketing group.

1. Consider workload.

Your in-house team is there because you trust them. No one knows the business like they do. But you can't put all of the work on them at once. If you're using outside agencies in conjunction with your in-house team, you have to consider the workload. Where is your team going to thrive, and what can an outside agency do to make their jobs easier? The problem that often occurs is that business owners will get an in-house team and fire all their agencies. The new team can't handle the workload, and the marketing quality suffers.

2. Hire the right people.

It's important that you hire the right people for your in-house team. Obviously, they should show that they are skilled and fluent in marketing, but what exactly should you look for?

During the interview process, ask your potential in-house hires if they are revenue-driven and understand how to target personalized markets. If they say they are, ask them to give you an example.

Your potential hire should be able to explain to you how revenue growth works and how to keep track of growth over time. They should also have experience working in various markets. Ask them if they have experience using and monitoring social media ads, email marketing, and SEO.

In general, your marketing team should have specialties (such as researching and implementing SEO keywords), but your whole team should understand the way that each marketing piece fits together. For example, your social media marketers need to understand how SEO improves ranking, views and revenue.

Finally, it's always a good idea to keep your in-house marketing team exclusive. Don't let them move around to other facets of your business. Their one and only focus need to be improving your brand marketing.

3. Ensure you have training time.

Training a marketing team in-house is no easy task. It can take six months to a year to properly train one person (or a team if you hire multiple people at once). It's crucial that you have the time and money to give them proper training.

Training should involve giving them the full rundown of everything you expect from them, every aspect of the dropshipping suppliers usa business, and a time when you crunch a ton of numbers. Your new team should walk out of training with plenty of notes by the time training is said and done.

There are numerous free marketing classes online you can put your new hires through. These courses can help them brush up on their skills, or learn new tricks to add to their already varied skill set.

Whether you use Google's marketing classes for general courses, HubSpot for courses with certification or anything else, make sure you provide excellent marketing training to your in-house team.

4. Create small specialized groups.

Depending on the size of your in-house team, you may want to consider breaking it down into smaller groups. Set it up so that one group handles the social media side of things, another group handles website content and SEO, and another group handles physical ads and offline marketing.

When you put your in-house marketers into small groups, they tend to work better because they are focused on one aspect of marketing instead of the big picture. For example, you're going to want a content marketing team. As the name implies, this team is going to create content for your website's blog. They should know about SEO keywords, the audience they're writing for, and how much content they need to deliver on a consistent basis.

You should also develop a social media marketing team. These members of your team will post and share content, engage with your audience, and work on building a bigger following.

A small group is more productive and can get more done than a larger group that handles everything. You can always swap the people in the group for better productivity, but generally speaking, this method is an excellent choice for those who want to have complete control over their marketing strategy.


Parvati Fabrics, leader in manufacturing, trading across India and exporting in various countries worldwide for high-quality fabrics and designer womenswear for over three decades has come up with its own fashion label Raisin.

Tell us about Parvati Fabrics Ltd and what kind of distribution the company has in India and overseas market? Also, going forward what are the plans to scale up the distribution?

Parvati Fabrics has been in the market for over three decades now and has aced the game in national as well as global textile markets. It is free drop shipping wholesalers brand that offers ethnic wear like Lehenga, Suit, Saree, etc.

After gaining significance in the wholesale markets, Parvati Fabrics decided to enter the retail market with a new brand under them, which is called Raisin. Raisin is designed keeping maximum comfort in mind. The brand targets at today’s modern women within the age group of 18-45. Raisin brings together the perfect fusion between ethnic and contemporary for those who love experimenting with their outfits.

Also tell us about Raisin. Being a wholesaler what was the rationale behind coming up with your own private label? What is the current distribution for Raisin in India and international markets? How do you plan to expand the brand? Do you also operate in franchise space?

After successfully operating in the best wholesale clothing textile market for over 30 years, Parvati Fabrics decided to diversify into manufacturing of a contemporary clothing line for the modern Indian woman. The motive to do so was to keep up with the dynamic trends of the fashion world and reflect the essence of the modern Indian woman. With the strong support of Parvati Fabrics.

Currently, Raisin has its own official e-commerce website and is also available on Amazon, Myntra, Jabong and AJIO, hence not only serving to the Indian market but also the global ones. Armed with the combination of premium quality fabrics and aesthetically crafted styles, Raisin is ready to build itself as the ultimate go-to brand that is widely accepted and revered when it comes to high quality fabrics, chic designs and trendy styles.

The brand also possesses strong internal functionality as well as a colossal understanding on various fabrics and textiles; their aim is to be available across the country through the mediums of SIS and EBOs.

As mentioned before, Raisin is not only available on its own website but also serves through various other e-commerce portals. It has also collaborated with local retailers to reach the target market. As of now, it is not planning to expand into the franchise arena, but it is definitely coming up with its own stores very soon. This will not only make Raisin’s fusion wear far more accessible to the right audience but also get the brand in direct touch with the consumers, thus, helping to outdo itself.

Being operational into fashion and lifestyle space, what kind of retailing challenges do you see on B2B and B2C space?

Parvati Fabrics has been operational in the B2B sector for over 30 years. When we launched Raisin, the main challenge was to create products for the target audience at affordable prices while not compromising on quality and comfort. While B2B was an entirely different arena, entering the B2C space has helped us to get in touch with our customers directly and understand their needs and changing trends.

Fashion and lifestyle space is extremely competitive in India as well as overseas. In such scenario, what is your strategy to stay ahead of the competition?

We see ourselves being a brand synonymous to comfort and fashion and one our customers can trust to provide fashionable products which are innovative and sustainable

that fulfill our customers’ need of a fashionable wardrobe. Thus, when it comes to Raisin’s survival in the highly dynamic local and global markets, we focus mainly on the quality and comfort of the clothes and the rest takes care of itself.

Tell us about your retailed products and categories. Also going forward what are the plans to expand existing product categories?

Raisin aims at offering maximum comfort and quality within a very affordable price range to the modern Indian woman. It brings to you a set of fusion wear that is ethnic along with evident influence of modern culture. The existing products and categories are Kurtis, Tunics, Dresses along with Palazzo, Dhoti and Pant sets. We also plan to introduce more products soon. We shall talk about them as they come.

Also kindly shed light on your average bill size and best selling price points?

Raisin offers an array of clothing attire that have been designed, keeping in mind the everyday needs of the modern Indian woman. From a wide selection of vibrant hues to elegant prints, that not only appeal to different personalities but also cater to the needs of any occasion - whether it’s deciding what to wear to work, a party, a festival or any other celebration. Our product prices range between 799 to 4999 INR, hence making the brand very accessible and affordable for the target audience.

At last, kindly highlight your growth plans?

As for the growth, we have come a long way with as many as 5 collections with different color shades, cuts and prints, depending upon the changing seasons and trends. We have recently launched our new collection Saanjh. It is available on all e-commerce giants now.

Kevin Nov 13

How finance can transform marketing

A key behaviour of brands with a strong effectiveness culture is language and communication, and between marketing and finance in particular, research suggests.

Marketing consultant Fran Cassidy ran discussion groups and workshops in England and Scotland, across a variety of brands (global, local, commercial and not-for-profit) and interviewed finance directors, strategy directors, heads of effectiveness and heads of strategy agencies.

“What we found out is that the relationship between finance and marketing is changing. For many it has changed beyond recognition and for those where it hasn’t, it’s going to change,” she told a recent conference.

There are two reasons why CMOs need to take notice of this shift, she argued. First, most management research will tell you that better collaboration at the top delivers better performance.

Second, the finance function has significantly changed over the last three to five years, as automation takes over many of the lower-level processes – general accounting operations, cash, revenue management – leaving finance executives more engaged in driving performance rather than simply reporting it.

“And, of course, if you’re interested in dropshipment business performance you’re interested in marketing effectiveness,” Cassidy said. “My belief is that the expertise and credibility and influence of marketers can be matched also by finance – and the combination can be transformational.”

But the only way marketers can really have a productive conversation with finance is by using common language. “If you can’t talk financial literacy you are irrelevant, you’re not influential,” she declared. “That terminology needs to be agreed within an organisation.”

But finance also need to understand the language of customer decision-making as well. The notion of the sales funnel, for example, can assist finance in understanding how marketing works. “But in many ways it does suggest a sort of conversion ratio, a linear decision process, that in reality isn’t how customers make decisions,” Cassidy noted.

She also observed that marketing finance people – those who are already in marketing teams and helping them putting their wholesale baking supplies business plans together – could usefully become more involved in agency discussions.

“Not at every stage, obviously, but at some of the key points. And I would argue that they’re potentially more accessible than even some of the CMOs at doing that.”


Best wholesale clothing vendors Superdry, Burberry and Mulberry released figures this week. All spoke of expansion online, and through wholesale partners that are helping them to reach new customers around the world.


Fashion retailer Superdry today reported growing revenues in its latest half-year, as online and wholesale expansion made up for falling income from its stores. The retailer has improved its B2B digital platform for wholesale customers, allowing them to place forward orders as well as buy on the current season, and it brought digital into stores through RFID stock control technology as it looks to boost its operational performance.

So far, RFID is in place in 30 stores, at the beginning of a rollout to all owned stores that is expected to complete next autumn. As a result, said Superdry, it has seen “faster, more targeted and more efficient replenishment of stock, allowing store colleagues additional time to focus on sales and improving Superdry’s working capital efficiency.” It now has a single stock pool for wholesale, ecommerce and retail inventory in its EU distribution centre and has also enabled online fulfilment from its usa dropshippers centre. “As well as enhancing our delivery proposition to customers in this market, this capability also opens up further distribution opportunities through third-party ecommerce partners,” it said.

The retailer, in a pre-close trading statement for the 26 weeks to October 15, reported overall brand revenue, excluding China, of £831.8m. That’s 6.4% up on the same time last year. Group revenue of £414.6m was 3.1% up. Stores remained Superdry’s largest channel, albeit a declining channel. Income from stores came in at £177.4m over the period, down by 2.3% on the same time last year, despite a 9.4% rise in average retail space to 1.1m sq ft. Wholesale brought in £171.8m, up by 7.8% on the same time last year, while ecommerce turned over £65.4m, up by 6.9% on last time.

Chief executive Euan Sutherland said Superdry, ranked Top50 in IRUK Top500 research, had made significant progress in the first half. “We are six months into a product diversification and innovation programme and, as we said in the summer, it will take up to 18 months for the benefits to come through. In the meantime, we are well prepared for peak trading and the team remains highly focused on the delivery of sales growth and further efficiencies in the remain of the year. Superdry is a strong brand with significant growth potential, based on not only on product diversification and innovation but also on our category extension and geographic expansion opportunities and our ability to leverage our multichannel operating model to serve customers in whichever way suits them best.”


Upmarket fashion retailer Burberry, a Top250 retailer in IRUK Top500 research, reported a 3% fall in revenue to £1.2bn in the half-year to September 29 – but pre-tax profits of £174m were 36% up on last time and the retailer said it had made “good progress as we began to transform and reposition Burberry.”

It set out how it used print and digital media to launch its first new logo for 20 years, an effect amplified through social media. The half-year saw the launch of Kingdom, its first collection under new chief creative officer Riccardo Tisci, with a vision of a Burberry “that is as much for the young as for the old.” The retailer said the response had been “exceptional”, including from wholesale partners and on vogue.com, where it was the second most-viewed show of the season.

Overall retail sales were flat at £944m while wholesale excluding beauty, grew by 9% to £254m but changes to its beauty licensing model led to an 18% fall in wholesale revenues.. Digital sales grew, led by the Asia Pacific region, and Burberry said its collaboration with Farfetch had performed ahead of expectations.


Luxury leather group Mulberrry this week reported falling sales and said its bottom-line profits had been hit in part by the demise of department store House of Fraser, subsequently bought out of administration by Sports Direct, where it had three concessions.

Mulberry, which makes and sells leather goods including handbags, is ranked Top350 in IRUK Top500 research, has now signed an agreement to open concessions in John Lewis & Partners, which it previously supplied on a wholesale basis.

Mulberry reported total revenues of £68.3m in the six months to September 30 - down by 8% on the same time last year. The business strategy is to develop as a global luxury brand, and international retail sales grew by 13%. Its global digital retail sales rose by 5% to account for 17% of all of its sales. That’s up from 14% last time. But UK sales fell 11% in total to £40.4m, and by 7% on a like-for-like basis, which strips out the effect of store – and business – openings and closures. Pre-tax losses came in at £8.2m, from a loss of £0.6m a year earlier. Some £2.1m of that loss was attributable to the closure of House of Fraser concessions. However, Mulberry will aim to make most of its annual profits in the run-up to Christmas: last year it reported profits of £6.9m in the full year.

Chief executive Thierry Andretta said: “We are delivering on the strategy to develop Mulberry as a global luxury brand with new subsidiaries in Korea and Japan, the creation of digital partnerships in China and additions to our own store network in Asia.

“In the UK, our most important market, we are pleased to have signed a concession agreement with John Lewis & Partners, advancing our direct to consumer reach. We are proud to be the largest manufacturer of luxury leather goods in the UK and remain committed to supporting ‘Made in England’ through our two Somerset factories.”

The retailer said that its digital business had grown to 17% of sales via its own website, while an estimated 20% of all its sales, including via third-party retailers, are made online. This, it said, had been achieved through consistent investment in its digital and omnichannel platform, as well as through digital concessions with strategic partners including JD.com and VIP.com. This partnerships, it said, enabled Mulberry to “broaden its customer reach and localise its service offering, particular across new and high growth territories such as China."

Kevin Nov 9
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