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Jet.com Overhauls its Business ModelWhy do you think Jet.com is making this change?
Based on the change and some of Marc Lore’s comments, I see a few potential drivers:
1. Jet has a few potential drivers of growth: shoppers (formerly members); order frequency; and average order value. Growing household penetration is probably the most important lever Jet has to pull, and they may have been wary of “membership fatigue” -- households’ unwillingness to pay for memberships to Amazon, Costco, Jet, etc.
2. Need for merchant and brand support. Lore’s post on Medium emphasizes that Jet will “continue to advocate for our brand and retail partners.” Industry chatter suggested concerns about a race to the bottom, with aggressive discounting driving down average selling prices (ASPs) without necessarily yielding higher conversion rates. As our own data showed, Jet’s assortment saw a lot of churn in its first few months. On September 21 2015, exactly two months after launch,
we discovered that only 29% of the original 16,028 products were still available on Jet Reporting by the WSJ suggested that some of the assortment changes may have been driven by brands that had issues with how they were presented at Jet. By relaxing some of its aggressive discounting tactics, Jet may be able to persuade brands and retailers to re-engage.
3. Lore also mentioned that average units per order has been 2x original expectations, with Smart Carts being “the rule, not the exception.” With larger baskets, Jet’s economics improve, making it more attractive to grow the base of Jet shoppers exponentially.
How will they make money without membership fees?
Great question. Some are speculating that Jet may actually have room for margin if its average orders are significantly larger than originally modeled.
Without more facts, we prefer not to speculate on the near-term path to profitability. But over the long-term, Jet will likely
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Update:
continue to focus on increasing unit economics by growing average order size and improving its supply chain. It will also likely explore other revenue streams with brand and retailers, like premium tools for merchants and paid marketing and merchandising placements.
Is it a good thing or a bad thing for Jet’s future? What does it need to do now that it has removed its fee?
Given how quickly Jet has iterated during its pre-launch beta and first few months, it’s becoming clearer that Jet’s “model” is still evolving, and that responding rapidly to shopper behavior and partners’ needs is a foundational way of working.
With how much runway Jet has, that’s probably a good thing. At some point they’ll have to stabilize the model, but that time is many months (if not years) away.
In the near term, they’ll need to grow their base of shoppers exponentially and begin to invest further in more efficient logistics and operations to improve unit economics.
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The Jet.comExperiment:
The launch of Jet.com in July, 2015 was a much-heralded event—and in terms of shopper interest and industry reaction, it has lived up to the hype.
Everywhere, it seems, eCommerce analysts are debating the viability of Jet.com’s business model, and assessing its prospects for success as it mounts a head-on challenge to the seemingly invincible Amazon behemoth.
But this debate is more than an intellectual exercise or a back-and-forth between talking heads. Rather, the launch and growth of Jet.com may have powerful implications for both retailers and brands in the years ahead, and prompt eCommerce players to ask:
• How will Jet.com impact the competitive landscape?
• How can retailers compete?
• Are there elements to Jet.com’s approach that should be emulated?
• Should merchants sell on Jet?
To help answer these questions in this whitepaper, we will explore several aspects of Jet.com’s initial foray into the marketplace and its prospective trajectory:
• Brief history of Jet.com and its founder, Marc Lore (Page 03)
• Analysis of the Jet.com business model (Page 03)
• Anatomy of the Jet.com site and product pages (Page 07)
• Implications for retailers (Page 09)
• Implications for brands (Page 10)
• Price index update by category (Page 11)
• Site traffic from Compete (Page 14)
Inside You’ll Learn: • What’s so unique about the
Jet.com business model
• Why the launch of Jet.com matters
so much for brands and retailers
• What industry experts are saying
about Jet.com’s future
• How Jet.com’s prices really
compare to Amazon’s
Smooth take-off or the start of a bumpy ride?
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Keith AndersonVP Strategy & Insights at Profitero
Keith leads the continuous innovation and development of Profitero’s online insights solution for retailers and brands, helping global companies gain a deeper understanding of their online presence to optimize both online and in-store sales. For more than 10 years, Keith has been a trusted advisor to global retailers and CPG companies. Prior to his role at Profitero, Keith was Vice President of the Advisory practice at RetailNet Group. Keith’s insights have been featured in the Financial Times and Forbes Magazine among other publications, and he is a frequent speaker at retail, technology, and media conferences.
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It seems the founder of Jet.com, Marc Lore, was destined to battle Amazon. Lore was the co-founder and CEO of Quidsi, the company that made its name with its Diapers.com website—a website that provided staunch competition to Amazon, until Amazon bought it in 2010 for $550 million.
After the purchase, Lore worked for Amazon for two years, but he has always been clear that he was not happy at how the deal was done. While Lore maintains he didn’t launch Jet.com as a form of payback, the fact remains he’s taking aim at the company that bought him out and now stands unrivaled in the eCommerce space.
Lore is a leader with a vision, as you can see from his commentary about the mission of Jet.com (see sidebar). And where there is vision—or at least the perception of it—money often follows. Lore raised $225 million in funding prior to Jet.com’s launch (including a reputed investment from Alibaba, the giant Chinese e-platform), and is currently seeking many millions more. The stakes are high. Jet.com projects it will have 15 million paying customers by 2020, who will be paying $750 million in membership fees annually (if Jet.com adheres to its current membership rate), and making purchases totaling $20 billion per year.
“Jet is building a new kind of e-commerce experience, uniquely grounded in transparency and customer empowerment. Over the last two decades, technology pioneers have already worked to turn these ideals into reality. Dell’s build-your-own model changed how people shopped for computers, revealing component pricing and allowing customers to pay only for the hardware they valued. Priceline’s name-your-price tool enabled travelers to declare what they were willing to pay for a trip, while giving airlines a way to efficiently monetize empty seats. Zipcar and Airbnb reduced costs for consumers by maximizing usage of previously under-utilized assets. Today, Uber is delivering car-service on demand by instantly connecting riders with rides,
a welcome disruption to an otherwise friction-filled customer experience.
“In retail, e-commerce brands have fundamentally altered the way people shop—putting more power in consumers’ hands through democratizing tools like price comparisons, ratings and reviews. But there is still more work to be done if we are to truly to live up to our stated ideals of greater transparency and customer empowerment. We have to ask ourselves: What are the hidden costs in e-commerce? Are there aspects of e-commerce that don’t make sense? And most importantly, how do we expose these inefficiencies and empower customers to eliminate them?”
Source: Jet.com Tumblr site: http://marcericlore.tumblr.com/
The founder speaks: Marc Lore on the role of Jet.com
Jet.com was borne of fierce competition—and will perpetuate it.
Opinions about the Jet.com business model vary widely. The divergent views are best summed up by Consumerist.com, which describes Jet.com as “either the future of retail or a doomed wacky scheme.”
What’s prompting such a dichotomy? Let’s look at a few of the essential elements of the business model:
The Jet.com business model: Will it work?
Continued on Page 03
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This model features low costs, low prices, wide selection, a marketplace model, and convenience. Jet.com sees the low cost benefit as the linchpin, and estimates it will save shoppers
In this regard, Jet.com is similar to Amazon Prime. But whereas Prime is an optional program, Jet.com requires shoppers to be Jet.com members in order to shop the site. In both cases, however, the membership model can have a lock-in effect with households, which feel the incentive to shift their spending to membership programs in which they’re currently participating—thereby maximizing the value of their membership.
Jet.com features real-time pricing model that increases a member’s savings over the duration of the shopping session, an innovative feature that is unique to the industry.
While Jet.com is a pioneer in this regard, it is taking pages from the Amazon playbook in others. For example, it is following in Amazon’s footsteps by incentivizing shoppers to make tradeoffs that
The Jet.com business model: Will it work? (continued)
between 10-15% per year. That translates into projected savings of $150 per member per year.
How does Jet.com plan to do it? By using its price tool to find the lowest prices on the web, then
At $49.99, Jet.com’s membership fee is half that of Amazon Prime. It doesn’t come with added-value like Prime Video, but the lower membership fee may prove attractive to many households. Like Costco, Jet.com is explicitly choosing to profit from membership fees, not merchandise margin. This model has proven to be brilliant when it works, but it has major implications for suppliers, as described elsewhere in this whitepaper. It also presents the
lead to even bigger savings.
For years, Amazon has experimented with offering shoppers incentives that help improve its bottom line—offering MP3 credits for agreeing to “No Rush” shipping, for example. Now Jet.com makes this pocketbook give-and-take even more explicit, letting shoppers save more by:
Jet.com is attempting to extend elements of Amazon’s growth model.
Everything is based on an annual membership program.
The focus is on price and value—with plenty of incentives for shoppers.
offering member savings on top of that. But whereas other e-retailers make a margin on the sale of merchandise, Jet.com passes its own cost savings through to the consumer in the form of lower prices.
interesting question of whether Jet.com will eventually open its site to non-members, enabling them to browse freely.
For now, there’s no need to fork over a membership fee at the outset. Jet.com is offering a free 3-month trial membership to anyone interesting in trying the site.
• Forfeiting the right to return the product
• Buying multiples of the same product
• Buying “Smart Cart” items that ship better together or for less based on warehouse location
• Using payment methods with lower merchant or interchange fees, such as using a debit card instead of a credit card
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Jet.com appears to be buying primarily through wholesalers or distributors—along with partnering with third party merchants that sell through the Jet.com marketplace— common tactics for retailers trying to accelerate expansion. This gives them the advantage of speed and agility, but leads to challenging economics and limited collaboration with manufacturers.
Per the Marc Lore philosophy, Jet.com is a champion of transparency and cites it as a key component of the consumer experience on the site. It’s the driving force behind Jet.com including a competitive price for each product. However, all is not as clear as it may initially seem. Many consumers have been confused by Jet.com’s price listings, and by the fact that the crucial element—the actual price differential between Jet.com and its competitors—is often
Membership has its rewards, especially if you’re the entity that’s dispensing the memberships—like Jet.com. According to ChannelAdvisor, a software platform used by many brands and retailers to facilitate selling
The Jet.com business model: Will it work? (continued)
There’s also the following sourcing story to consider, in which Jet.com purchased directly from retailers at a sizable loss, and had the items shipped directly to the consumer. In this instance, a Wall Street Journal shopper placed an order with Jet.com, and later learned that Jet.com didn’t stock 12 of the 22 items that were requested. The shopper also learned that Jet.com ordered the missing items directly
missing from the page. Per a recent study by Re/code, the site features pages in which Jet.com’s prices and the linked Amazon prices are listed as identical, even though shoppers on Jet.com will actually receive a price lower than the listing. In other words, Jet.com has the lowest prices, but visitors to the site don’t necessarily know it.
Why the omission of the pricing advantage that can seal the deal? Because, according to Lore, the brands have raised a simple yet
to online marketplaces, its analysis reveals that Jet.com has enjoyed a 23% repeat buyer rate since its inception. That’s superior to the 17% who were repeat buyers at eBay during this period, and the 11% at Amazon. (Source: Washington Post).
The vendor equation is all-important, but it’s a work in progress.
Jet.com puts a premium on transparency and clarity—perfect in theory, if not yet in practice.
Ultimately, the model requires loyal customers, and Jet.com is off to a good start.
from leading retailers at a cost to Jet of $518.46, while only charging the Journal a total of $275.55. That’s a loss of $242.91 on a single order, and while it may not be emblematic of Jet.com’s future as a whole, it was much publicized.
One projection seems sure: Jet.com, by its own estimates, will be losing money for at least the next five years.
potent objection: They don’t want Jet.com to display the discounted prices, because revealing this information may cause discord with other retailers who sell the brands’ products.
For the moment, Jet.com is complying. But this, too, is a situation that is evolving. Jet.com is working on its strategy and will most likely make alterations to its approach in the months to come.
This is welcome news for Jet.com, and has inspired David Spitz, the CEO of ChannelAdvisor, to declare, “Their momentum out of the gate is strong.”
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There may be a middle ground between the riches and ruin that are predicted for Jet.com by various industry experts. According to Sucharita Mulpuru-Kodali of Forrester Research, the key for Jet.com is to adapt: “I don’t think the current business model will be sustainable. [Jet.com] will pivot or find another way to make money. Marc Lore knows the important thing is just to stay in business and pay your bills. They’ll figure out what they need to do to stay alive.”* *Adweek.com
Sourcing & Logistics• 3 warehouses for
consumables products
• Primarily through wholesalers
• Partnership with 3P sellers
• Directly from retailers, at a sizable loss
Customers• Members only
• Demographics too early to tell
• Urban & savvy shoppers
Assortment• 10M+ SKUs claimed
• Similar to mass merchants: emphasis on traditional CPG but assortment ranges from high-end fashion to furniture
Pricing• Business model =
price leader
• Prices benchmarked to Amazon & Walmart
• Extra discount through
-Waived returns
-Multi-buy
-”Smart Cart” items
-Preferred payment methods
The Forrester view:
A closer look at the Jet.com business model:
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Product page anatomy for Jet.com compared to other major online retailers.
• The Product Title• Price• Visual Display• Variants (if any)• Product Description• Ratings & Reviews
Sample Product
Page
Product Title
• Occasionally missing
elements, such as Brand
Name
• Usually include key elements
such as
-Brand name
-Variant/Flavor
-Unit/Total Pack Size
-Pack Type
-Flavor
• Usually include key elements
such as
-Brand name
-Variant/Flavor
-Unit/Total Pack Size
-Pack Type
-Flavor
Price • Frequently changing price
presentation
• Unclear about in-cart
savings
• Unclear about shipping
costs for purchase amounts
that do not quality for free
shipping
• Unclear about shipping
costs for purchase amounts
that do not quality for free
shipping
• Unclear about shipping
costs for purchase amounts
that do not quality for free
shipping
Visual Display
• Typically 1 Image; some
products have 2 images
• No video content observed
• Typically 5+ images
• Includes multi-angle
packaging images or out-of-
pack shots
• Some products have video
• Typically 3+ images
• Some products include
multi-angle packaging
images or out-of-pack shots
• Some products have video
Continued on Page 07
Major online retailers have adopted various content features to provide complete and compelling information to help shoppers decide what to buy. A typical page includes the following:
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Variants • Only few products display
variants in a dropdown menu
• Most products display
variants as individual
product listings
• Many products provide
multiple variant
arrangements
• Many products provide
variants in a dropdown menu
Product Description
• Short product descriptions
• Few bullets
• No Enhanced Manufacturer
Content Observed
• Detailed product
description
• Typically 5+ bullets
• Some products have
A+ content (Enhanced
Manufacturer Content)
• Detailed product
description
• Typically 4+ bullets
• Some products have
Enhanced Manufacturer
Content
Ratings & Reviews
• Not supported • Advanced review system to
prioritize helpful reviews
• Manufacturer can reply to
negative reviews
• Support Q&A
• Average review system
Product page anatomy for Jet.com compared to other major online retailers. (continued)
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Implications for RetailersLike all hybrid retailers/marketplace operators, Jet is both potential competitor and marketing channel for retailers.
Jet as competitor: Price transparency and competition aren’t going away, and a new well-funded player is investing aggressively in undercutting the current market leaders on price.
Jet has made competitive intelligence, dynamic pricing, and direct price comparisons on its product pages pillars of its growth model. This singular focus on lower prices (and an aggressive marketing campaign) could elevate the significance of pricing in the broader retail landscape and reshape price competition among the narrower competitive set for which price is a primary success factor.
Some leading retailers may come under pressure from shoppers to match Jet’s prices. Jet has been explicit that its pathway to lower prices means some compromises on convenience & service -- but shoppers may want the best of both worlds. They may want to enjoy the convenience of one retailer’s faster shipping, for example, but at Jet’s price.
Retailers that compete on price should expect intensifying competition and watchful for signs of Jet’s traction with consumers. The more widely shopped Jet becomes, the greater the risk of doing nothing.
Retailers with less dynamic pricing or more balance between price and non-price customer experience elements will want to re-calibrate their pricing strategies, policies, and capabilities to remain relevant and competitive.
Jet as marketing channel: Ecommerce marketplaces have established themselves as a growth driver in both developed and developing markets globally.
By aggregating demand and standardizing the shopping and buying experiences, marketplaces have emerged as scalable platforms for demand capture--warranting a closer look from merchants, many of which already sell on marketplaces like Walmart.com, Amazon, Rakuten, or others.
Data from ChannelAdvisor (which offers software that helps merchants sell on Jet) suggests Jet is quickly securing a position as a credible player in the marketplace landscape, vaulting to the #4 position by Gross Merchandise Volume (GMV) among the global marketplaces ChannelAdvisor supports less than 2 months since launch.
Merchants will want to continue pay close attention to Jet’s trajectory as a source of traffic and conversion. But the early results suggest Jet may soon become a key part of the overall channel mix.
Seller economics will be critical to merchants that decide to sell on Jet. Jet’s fee structures and premium services aren’t the focus of this analysis, but merchants will absolutely want to measure not only the volume they do with Jet but also the profitability
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Implications for BrandsAs the WSJ and our own data suggest, some brands are cautious about embracing Jet.
As another price-focused player enters the landscape, brands are rightly questioning what Jet could mean for their brands’ equity and channel economics.
• Whether or not brands decide to engage Jet directly, they are likely to be impacted as Jet expands:
• Some percentage of Jet’s volume will likely come at the expense of other, more established retailers. As a members-only retailer, the households that become Jet loyalists may shift significant volume from competitors to Jet. By opting out of selling to Jet, brands could be ceding share to competitors that choose to be present.
• Whether shoppers ultimately purchase on Jet or elsewhere, what they see when searching or browsing on Jet will reflect on brands.
• Absence from search results or inadequate product content are sub-optimal outcomes that brands can prevent by monitoring the marketplace and taking action to mitigate issues either directly with Jet or indirectly within their supply chains.
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Methodology: • Exact-matched products are
products that are identical (same UPC, brand, and pack configuration)
• All Jet’s prices are “in-cart” prices, but do not consider extra savings from Smart Items*, combined orders, waived returns and preferred payment methods
• All price comparisons were calculated based on Jet’s prices
On July 21st 2015, Jet’s official launching date, Profitero analyzed
Price Index by Category16,028 matching products across 7 categories on Jet, Amazon, and Walmart. On exact-matched products, Amazon was priced 9% higher than Jet, and Walmart was priced 6% higher than Jet.
On September 21th, two months after the big launch, Profitero found only 29% of the original 16,028 products (4,605 products) still available on Jet. The rest of the products from the previous analysis have been delisted or re-categorized over the past two 2 months.
Among the 4,605 currently available products, Jet is still the price leader, with slightly larger price gaps with Amazon and Walmart.
• Jet’s price gap with Amazon grew from 9% to 10% between July 21, 2015 to September 21, 2015
• Jet’s price gap with Walmart grew from 6% to 7% between July 21, 2015 to September 21, 2015
*Smart Items are products that bring costs down when bought together
Priced higher than Jet
July 21st, 2015(16,028 SKUs)
September 21st, 2015(4,605 SKUs)
Price comparision between Jet and Amazon & Walmart
Amazon Walmart
Profitero eCommerce data 2015-09-21
+6%+7%
+9%+10%
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Price Index by Category (continued)
+23%
+7%
+14%
+11%
+3%
+6%
+13%
+10%
+7%
+10%+10%+9%
+8%
+12%
+7% +7%
Amazon priced higher
than Jet
Price comparision between Jet and Amazon
Grand Total Baby Beauty Electronics Grocery Household Office & Supplies
Pet Supplies
Profitero eCommerce data, 2015-09-21
September 21st, 2015(4,554 SKUs)
July 21st, 2015(15,993 SKUs)
Between Jet and Amazon, Jet’s prices became more competitive in Grocery, Beauty and Household, and became less competitive in Baby, Electronics, Office Supplies and Pet Supplies from July to September.
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Price Index by Category (continued)
-2%
+2%
+5%
+7%
+4% +4%
+11%
+7%+7%
+8%+7%
+6%
+9%+10%
+8%
+6%
Walmart priced higher
than Jet
Walmart priced lower
than Jet
Price comparision between Jet and Walmart
Grand Total Baby Beauty Electronics
Grocery
Household Office & Supplies
Pet Supplies
Profitero eCommerce data, 2015-09-21
September 21st, 2015(2,367 SKUs)
July 21st, 2015(8,343 SKUs)
Between Jet and Walmart, Jet’s prices became more competitive in Beauty, Grocery and Office Supplies, and became less competitive in Baby, Electronics, Household and Pet Supplies from July to September.
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Unique Visitors for Jet.com (2015)
The chart depicts Jet’s rapid adoption during its initial growth phase after its much-publicized July 21 launch. According to data from Millward Brown Digital’s Compete PRO, Jet had 2.5 million
Site traffic for Jet.comunique visitors in July 2015, which was 553% higher than its pre-launch total in June 2015. Jet also experienced a small surge of visitors in January 2015, possibly due to its beta test phase.
Meanwhile, Jet faces some direct traffic competition with Amazon. A look at outgoing and incoming traffic may suggest that shoppers closely consider Amazon.com sources when shopping on Jet.
Outgoing traffic may be partly driven by Jet’s website content, which provides links for shoppers to check Amazon prices. In July 2015, 14% of the outgoing traffic from Jet was directed to Amazon, the 2nd top destination after Google (25%).
2.5
3.0
MIL
LIO
NS
2.0
1.5
1.0
0.5
0.0
Mar
-15
May
-15
Jan-15
Jul-1
5
+553% from LM
Source: Millward Brown Digital’s Compete PRO
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25%
14%
5%
4%
4%
4%
6%
7%
24%
3%
Site traffic for Jet.com (continued)
Top 5 Outgoing Sites from Jet.com (July 2015)
google.com
amazon.com
facebook.com
youtube.com
reddit.com
Incoming traffic may be driven in part by Jet’s discoverability from other websites. In July 2015, 7% of the incoming traffic to Jet was directed from Amazon.com, 1% higher than Jet.com’s direct traffic (6%). The top incoming site for Jet.com is Google, at 24%.
Source: Millward Brown Digital’s Compete PRO
Unique Visitors
WebsiteUnique Vistors(July)
Amazon.com 139,069,759
Walmart.com 52,000,839
Target.com 30,500,589
Walgreens.com 10,358,528
CVS.com 8,165,185
ULTA.com 3,079,625
Drugstore.com 2,625,435
Jet.com 2,300,000
Soap.com 305,988
Beauty.com 218,991
Source: Millward Brown Digital’s Compete PRO
Top 5 Incoming Sites from Jet.com (July 2015)
Direct Traffic
google.com
amazon.com
facebook.com
slickdealz.com
Source: Millward Brown Digital’s Compete PRO
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ConclusionThe Jet.com experiment is in full swing. Its success or failure has yet to be determined, but its impact is undeniable: It is converting customers, prompting debate and holding out the promise of a new and disruptive way of conducting eCommerce. Consumers can
Profitero monitors what shoppers see and buy online, actively tracking more than 275 million products across 40 countries for retailers and consumer brands. Real-time eCommerce analytics, insights and strategic
benefit greatly, while the impact on brands and retailers is still playing out in its early stages. It will be an interesting ride—smooth or bumpy, high-flying or permanently grounded? Like you, we’ll be monitoring Jet’s progress moving forward.
About Profiterorecommendations pinpoint how to improve daily performance across your sales channels. Our proprietary digital monitoring technology is uniquely combined with sales data, ensuring that you maintain or increase market share.
To discover how Profitero can help you maximize your eCommerce performance, contact us at:
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