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  • 31Oct

    The Rebirth Of The Sample Sale

    Business, News, Technology, Travel No Comments

    Sample sales are an amazing resource for marked down goods for both mainstream and luxury brands. Online private sample sales are picking up serious speed. Here is how they work: big designers, such as Marc Jacobs or Versace, place excess inventory on a sale site at 50 to 70 percent discounts over a several day period. The sales are private, available only to members, with upcoming sales from brands announced via emails. Products include clothing for men, women and children as well as jewelry, handbags and home accessories. You can get invites from other members or request invites via the site.

    Startups in the online sample sales space like Gilt Groupe, Ideeli and Hautelook are all raising huge amounts of money, growing their user base at a rapid pace and turning a strong profit. The concept has even attracted retail giants like Saks and Nieman Marcus, which are now jumping on the bandwagon to offer their own private sales. Even GSI Commerce, which previously wasn’t directly involved with selling luxury goods, is getting into the private sale business with the recent acquisition of sale site RueLaLa.

    It’s worth noting how sample sales have evolved in the past decade. I attended my first sample sale in 1997 in a convention center in Baltimore, where women (and a few men) were scouring for deals on clothing from J.Crew. The items were placed in huge cardboard boxes in no particular order or size breakdown. It was utter chaos, but the deals were great.

    Flash forward four years to my shopping life in New York city, where sample sales are a bit of a religion. At Kate Spade, I fought intense lines (waited in an hour long line in the middle of December, nearly got frostbite in my toes), pushed my way into packed fitting rooms, and found myself intimidated by the catiness of aggressive deal-seekers. At Gucci, I was asked to sign up for an hour-long “window” of shopping time. Only all the convenient times were already taken, and I was left with times in the middle of a workday. And yet I walked away from both sales with steeply-discounted designer stuff that I wouldn’t ordinary be able to afford.

    You get the point. Sample sales offer great deals, but highly uncomfortable situations. Gilt and other online private sales are simplifying the sample sale market. The online sample sale was originally brought to market in Europe by Vente-Privee in 2001. US companies like Gilt, Hautelook, Ideeli and BillionDollarBabes emerged a few years later with a similar online model, offering users radical discounts on overstock goods from designers.

    Sample sales are also proving to be a compelling market opportunity. Vente-Privee itself is on target to achieve €650 million in turnover globally this year. The price (in a possible sale) for Vente-Privee is estimated at $1.5 billion, with some sources even putting the figure at between $2 billion and $4 billion. The New York Times reports that Gilt Groupe, co-founded in late 2007 by a former eBay executive and, was able to bring in $25 million in it’s first year of operation. Gilt currently has 1.6 million members. And the startup recently raised an estimated $40 million in funding in July, which valued the company at $400 million. Ideeli, which was founded in November of 2007 and now has over one million members, is set to do $50 million in revenue this year, and the company’s CEO, Paul Hurley, expects to do $175 million in revenue next year.

    So why is this model successful? Well, in addition to the fact that women and men can now avoid the chaos of the in-person sample sales, the sales are now brought to the masses. So it’s no longer shoppers in New York City who can solely benefit from the steep discounts, but consumers all over the world now have access to these goods. And because the sale only takes place in short amount of time, with limited stock available, shoppers feel the urgency to actually buy the product, because it may not be available within a few hours.

    Most brands are also on board with the model. Since the sample sale site presents the brand in a luxurious, desirable way, via a “private” sale, designers don’t feel that these online sales are distorting the value of their brand in any way. So Gilt can get a premier designers like Marc Jacobs to sell his coveted handbags on its site for half the price. Plus, adds Hurley, the time frame of the sale ensures designers that their clothing or accessories aren’t just sitting in a bin somewhere. Hautelook even gives designers a real-time metrics dashboard that allows them to see what items are being bought, what parts of country where specific items are selling best and more.

    As I noted earlier, the success of this model has now led to a number of retail shops and other technology companies sniffing around to either acquire or build private shopping sales of their own. Yesterday, DailyCandy released the news of their private shopping club and even designers themselves, like Tory Burch, are holding few-day private sales online. And as we reported earlier in the month, we hear that Gilt, Amazon and eBay are all actively looking at acquisitions in the European private shopping club space.

    Online sample sites are drawing massive audiences, and monetizing them in a meaningful way. Of course, it’s a competitive space with every site duking it out for supply (the designer inventory) and demand (the buyers). And yet, even in recessionary times, the sample sales market seems large enough to sustain a market of startups, and keeps me looking like TechCrunch pays me a decent salary (joke!).

    Photo credit: Flickr/Ed Yourdon

    Crunch Network: CrunchBase the free database of technology companies, people, and investors




  • 31Oct

    Scan Your Business Cards On The Go With Business Card Reader

    Business, News, Technology, Travel No Comments

    business_card_reader_image

    Startups like Bump Technologies, which recently got some funding, and My Name is E are trying to kill the paper business card, but even in 2009, many of us, including myself, still use business cards. The biggest hassle with business cards is getting the contact information into your address book as fast as possible — that’s where Business Card Reader [iTunes link] for the iPhone comes in.

    Business Card Reader scans and “reads” the picture using ABBYY’s text recognition technology and enters the data into the iPhone or iPod touch address book. Basically, you open the application, and choose either to take a new picture of a business card, or if you’ve already taken a picture, you can upload that as well. After you take a picture, or upload a picture, the application scans the business card, and after about 15 seconds, you get the address book field to edit the scanned information if there are errors. Once that’s all done, it adds the new contact into your address book. It’s really that easy.

    After playing around with the application for a few days and testing out different types of business cards, the accuracy, in my opinion, is about 85%. The only errors I got where if the companies name was in a logo format, and their logo had a weird font, but other then that, the app worked pretty well. If your a mobile networker, this is an app you’ll definitely like.

    Business Card Reader is $5.99 from the App Store, where you can buy it today.

    Crunch Network: MobileCrunch Mobile Gadgets and Applications, Delivered Daily.




  • 31Oct

    For The Future Of The Media Industry, Look In The App Store

    Business, News, Technology, Travel No Comments

    The following guest post was written by Edo Segal (@edosegal).

    Media scarcity is dead. In the future my son will have a flash drive that he will pay $29 for that will have the capacity to hold all movies and music ever released by a major label, studio or tv/cable network. It will take 30 seconds to clone the data over the network to a friend who will pay $14.99 for a device with double capacity a year later. How does the media industry survive such a coming disruption?

    For many of us that have been in this game for a while, the word “convergence” harbors some shameful vibes. It conjures up many false hopes, dashed dreams and misfires. Nevertheless, I would contend that convergence is upon us and it has arrived from an unexpected delivery man: Steve Jobs. Apple has created a media consumption experience that has reduced friction to such a point that soon the consumer will not know if he is buying music, a movie or a game. The notion of App is changing. The lines between these different forms of media are quickly blurring and soon will be completely artificial. Already these distinctions are merely fossilized conventions that stem from consumers’ discovery habits. As those evolve, like learning that it is easier to go to Amazon and search to find a product than going to aisle 9 at the store. The coming confusion of the consumption experience where a user won’t care or know if what they are buying is a movie, a game or a music track presents vast opportunity.

    The prospects for the old media industry appear bleak, as the rest of the media industry follows the music industry into decline. Indeed in my discussions it is apparent that the smart money in Hollywood already sees the writing on the wall. While the trend will take longer, it is clear which direction the wind is blowing. The main lesson to learn is that the market will punish you if you don’t deliver the goods.

    But the entertainment industry has a vested interest in the success of this new type of convergence, as within it lies the secret to its continuing prosperity. The only way to block the incredible ease of pirating any content a media company can generate is to couple said experiences with extensions that live in the cloud and enhance that experience for consumers. Not just for some fancy DRM but for real value creation. They must begin to create a product that is not simply a static digital file that can be easily copied and distributed, but rather view media as a dynamic “application” with extensions via the web. This howl is the future evolution of the media industry. It has arrived from a company that is delivering the goods. Apple has made it painless for consumers to spend money and get the media they want where they want it, proving that consumers are happy to pay for media if delivered in ways that make it easy and blissful to consume. For all the criticism Apple draws on the walled garden nature of its business, it has even come around to stripping DRM and allowing users to download mp3 files.

    Even today if you look in the iTunes App Store you will see a myriad range of “Apps” that are just evolved ways to package media. While the traditional part of iTunes still mirrors the product taxonomy of a Tower Records, the App Store is creating a folksonomy of media products. It is where new ideas evolve, thrive and go instinctively based on market power. The App Store is where the action is. This is where evolution is unfolding as direct consumer spending spurs media development.

    In preparing this post, Erick asked me, “Is Apple is a media company?” I thought about that and the answer is really that Apple is what media companies are missing. The missing part of the puzzle is what made media conglomerates such juggernauts in the past. Namely, distribution. The internet is stripping them of their control over the how their products are distributed. Media companies used to be able to create scarcity merely by delaying the distribution of their products across different channels—theaters, pay-per-view, DVD, cable channels, network TV, and so on. The internet disrupts this ability to create media scarcity. It is such a huge disruption, in fact, that it threatens the fundamental profit engine of the media business.

    Both during my time interacting with senior management at Time Warner (where I worked at AOL after it acquired the company I founded, Relegence) and with some of my current portfolio companies that are working with the film and music industries, it is clear to me that many of the smart people running these media companies understand which way the wind is blowing. The music industry, as the one that has suffered most of the carnage, is ripest for change. Executives there are receptive to new ideas and move forward quickly, leaving me somewhat optimistic. It is also clear to me that it is hard for the industries which have not endured their level of pain to flee the golden cage of media’s past. But for those firms which rise to the occasion, there will be vast rewards. People’s hunger for good content will not subside. It will continue to grow, but so shall the unbearable ease of pirating it. The premise of extending the media experience to the cloud is a core necessity for the survival and growth of the media industry. It is the only way to for media companies to weather the coming tsunami of increased bandwidth and the ever open web. Hybrid media packaging with both files and an application layer in the cloud is core to a lucrative future.

    For a great example of how change is happening see what Britney did today at @BritneySpears. It was, I believe, the first time a major artist premiered a music video on Twitter. This drives people to Amazon or iTunes to buy the track but in the not too distant future it could be the start of much more than that. A complete experience will unfold that will be interactive and convert to new revenue streams. Not just a purchase of a track but of an app that pulls consumers into an experience and further promotes user engagement and virality. Media becomes a platform with a funnel of traffic and conversions to alternative revenue streams. All boosted by the frictionless billing that Apple has created in the App Store. Media executives will have realtime metrics for their success as it maps to revenue and in turn this will accelerate innovation and help redefine media.

    If you are a media exec and you look at your product and at the end of the day it’s a digital file that can be copied, then you have a serious problem with your format. Think of your product like a pie chart of the value you are giving the consumer. If 100% of the value is in that file, it is not a sound approach for defending the future of your business. However, if a portion of the experience is derived thorough an integration with a Web component that will yield additional value in functionality or social elements, then it will be more sustainable. There are many such examples emerging in the app store (I am T-Pain, TapTap and many more). Applications that let consumers interact with the media. Create things and share them with their friends. These will not only make the consumer the one who markets your product, but also create an unprecedented level of engagement. That level of engagement will directly map to reduction in piracy as consumers will pay for this experience and wont be able to copy it. Sell access and experiences, not media files.

    Guest author Edo Segal (@edosegal) has launched and sold several companies. In 2000 he founded eNow, which he sold to AOL in 2006 (after it was renamed Relegence). Today, he runs his Incubator/Investment vehicle Futurity Ventures, which recently launched a new search engine for wisdom.

    Crunch Network: MobileCrunch Mobile Gadgets and Applications, Delivered Daily.




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