毕马威:2016年香港电子商贸前景研究报告(附下载)(44页).pdf

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1、Outlook for e-commerce in Hong Kong gs1hk.org CEO and Consumer Perspectives In association with Table of contents P. 4 Executive Summary P. 6 Hong Kong consumers set to buy into online shopping P. 20 Are Hong Kongs CEOs ready and able to meet their e-commerce demands? 2016 KPMG, a Hong Kong partners

2、hip and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. GS1 Hong Kong is the local chapter of GS1, a not-for-profit, standards orgnaisation. GS1 is a regis-tered trademark of GS1

3、 AISBL. Case Studies Neil Galloway, Dairy Farm International Holdings 14 Luke Grana, GRANA 15 Roger Staeheli, Nespresso 16 CK Pak, Convenience Retail Asia 17 Kent Wong, Chow Tai Fook Jewellery Group 18 Samuel Lau, Kerry Logistics 19 Dr Guy Look, Sa Sa International Holdings 30 Steve Suh, Floship 31

4、Joseph Phi, LF Logistics 32 Malina Ngai, A.S. Watson Group 33 Jessie Ting, Hong Kong Post 34 Simon Wong Ka Wo, Kampery Group 35 Page 2016 KPMG, a Hong Kong partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG Internationa

5、l”), a Swiss entity. All rights reserved. GS1 Hong Kong is the local chapter of GS1, a not-for-profit, standards orgnaisation. GS1 is a regis-tered trademark of GS1 AISBL. About the surveys: KPMG China and GS1 Hong Kong commissioned YouGov to conduct two surveys. The first was a survey of 500 consum

6、ers in Hong Kong and 500 consumers in mainland China to understand their current and future shopping attitudes and habits, and to pinpoint, from their perspective, the challenges and opportunities in Hong Kong and China for e-commerce and omnichannel business. The second was a survey of 225 CEOs in

7、Hong Kong to understand their views on the challenges and opportunities in Hong Kong around the adoption of e-commerce and omnichannel business models. The surveys were conducted during the third quarter of 2016. 2016 KPMG, a Hong Kong partnership and a member firm of the KPMG network of independent

8、 member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. GS1 Hong Kong is the local chapter of GS1, a not-for-profit, standards orgnaisation. GS1 is a regis-tered trademark of GS1 AISBL. 2016 KPMG, a Hong Kong partnership and a member

9、firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. GS1 Hong Kong is the local chapter of GS1, a not-for-profit, standards orgnaisation. GS1 is a regis-tered trademark of GS1 AISBL. Executive

10、 Summary Compared to their counterparts across the border, to date, shoppers in Hong Kong have been less keen to go online to buy what they want. Given the citys high-population density, its large number of easily accessible outlets and malls, and its fast, reliable transport infrastructure, its har

11、dly surprising that going to the shops is seen as a convenient option. But while Hong Kong consumers love affair with the mall and physical stores doesnt look set to end, it could increasingly be tempered by their equally strong affection for mobile and other technology. Almost half of Hong Kong con

12、sumers now say they plan to make more purchases in the next two years via their mobile phones than they have previously. With storage and distribution costs relatively high in Hong Kong and, until recently, a ready supply of tourists eager to visit their shops, local retailers havent been under grea

13、t pressure to diversify their sales channels. However, in the last couple of years there has been a significant fall in demand, from both local and non- local shoppers. Combined with rising costs and increased competition, this has resulted in over two-fifths of Hong Kong CEOs reporting a decline in

14、 business in the last year, with some sectors, such as fashion, particularly hard hit. When eyeing opportunities in the field of e-commerce, among the biggest doubts CEOs harbour are whether they can find staff with the right skill sets and whether they can successfully integrate offline and online

15、operations without cannibalising existing channels. But pushed by the economic downturn, and pulled by the awareness that, in an age of digital disruption, if they dont meet the online demands of new and existing customers someone else will, more CEOs seem to see the development of e-commerce and om

16、nichannel capacities as essential to the survival of their business. While the top three growth strategies CEOs plan to use in the coming 12 months are still the tried-and-tested favourites develop new business opportunities, launch new products and cut costs the development of their e-commerce capa

17、bility now rates just behind these. Only one fifth of companies expect to earn nothing from e-commerce in the coming year and one tenth expect 30 percent or more of their revenue to come from online sales. When it came to pinpointing a digital strategy that would play a key role in their business, t

18、he most popular choice, selected by a quarter of the CEOs questioned, was the use of popular social media and messaging platforms for consumer engagement. But, in what is possibly a blindspot for many Hong Kong bosses implementing an omnichannel strategy, surprisingly few of them around one tenth sa

19、w these social media and messaging platforms as sales channels. 2016 KPMG, a Hong Kong partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. GS1 Hong Kong is the local

20、chapter of GS1, a not-for-profit, standards orgnaisation. GS1 is a regis-tered trademark of GS1 AISBL. 4Outlook for e-commerce in Hong Kong 2016 KPMG, a Hong Kong partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG Inter

21、national”), a Swiss entity. All rights reserved. GS1 Hong Kong is the local chapter of GS1, a not-for-profit, standards orgnaisation. GS1 is a regis-tered trademark of GS1 AISBL. 5Outlook for e-commerce in Hong Kong Hong Kong consumers set to buy into online shopping Despite being so digitally well-

22、connected, it seems that Hong Kong consumers have embraced the possibilities of e-commerce less enthusiastically than their counterparts in mainland China. There are some differences in terms of geography and, in some places, infrastructure development. But do the trends, and the intentions of Hong

23、Kongs shoppers, point to a narrowing of this gap and an accelerating engagement with e-commerce in the SAR? 2016 KPMG, a Hong Kong partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All

24、rights reserved. GS1 Hong Kong is the local chapter of GS1, a not-for-profit, standards orgnaisation. GS1 is a regis-tered trademark of GS1 AISBL. 6Outlook for e-commerce in Hong Kong What was in last years shopping basket? Whats on your shopping list for the next two years? Source: Survey analysis,

25、 Hong Kong e-commerce, 2016 Source: Survey analysis, Hong Kong e-commerce, 2016 The consumer purchasing landscape Lets first look back at the overall shopping habits of consumers in Hong Kong during the past 12 months, and forward to their intentions for the next two years. Their current and anticip

26、ated relative spending patterns look to be broadly similar, with variations in a few shopping categories. Considerably more consumers in Hong Kong than mainland China spent money on travel last year 63 percent compared to 35 percent. Furthermore, travel was the only category in which more consumers

27、in Hong Kong said they intended to spend more in the coming two years than in the previous 12 months. Compared to last year, significantly fewer consumers in Hong Kong plan to buy fashion and lifestyle items in the next two years and the numbers shopping for premium products also looks set to drop.

28、Whereas, in almost every category, the number of mainland Chinese shoppers planning to spend is on the rise. Fashion 61 71 66 68 30 41 54 68 40 53 35 63 48 61 14 25 46 49 39 46 Lifestyle Sporting goods Food and allow both new and existing customers to feel the fabrics and try on clothes to find the

29、right fit. Although The Fitting Room and pop-ups carry no inventory, the buying experience is easy for those unaccustomed to online shopping, as staff are at hand to help customers order the goods online, on the spot. Returning customers comprise 50% of their sales. Luke attributes this to quality,

30、pricing, swift delivery and attention to customer service e.g. a personalised handwritten thank you card is included with each delivery and live chat is available on the website Looking at the future Initially, GRANA experienced most sales in Hong Kong where it is still strategically headquartered.

31、However, its highest growth market is now in the USA. The company is planning to open their next pop-up showroom experience in NYC, in an effort to increase their US customer base. The startup recently attracted Alibabas Entrepreneur Fund as a new investor, and with their support, plan to enter the

32、mainland China market in 2017 . GRANA plans to launch a Chinese language website next year. “Were really excited to have lead investment support from Alibaba and looking forward to working closely with their team to enter the mainland market, ” says Luke Grana. “China consumers have already matured

33、when it comes to online shopping adoption and we see a lot of potential for the medium-to- long-term there. ” Luke Grana is the CEO and Founder of innovative online fashion retailer, GRANA. He, along with Pieter Paul Wittgen (COO and Co-Founder), launched the company in October 2014, and have overse

34、en its growth from a small startup to an international brand that ships to twelve countries. GRANAs core aim is to manufacture and sell high- quality clothing at affordable prices, by cutting costs encountered by traditional marketing and distribution chains. Personal Journey Entrepreneurship has al

35、ways been in Luke Granas blood. In the years before he set up GRANA, he was the owner of a small chain of coffee shops in his native Sydney, but a trip to Peru, where he encountered the premium qualities of Peruvian pima cotton, changed the direction of his career. Why, he wondered, were products ma

36、de of this fabric so expensive? He decided to devise an online sales strategy, which aims to cut out the distribution and retail middlemen that drive up the cost of most luxury fashion items. It was from this idea, that GRANA was born. Having no fashion experience, Luke spent some time working in hi

37、gh street fashion chains, as well as researching possible locations for his startup. Hong Kong turned out to be the ideal choice, given its business-friendly environment, global connectivity, reputation as a logistics and shipping hub, and its tax- free port status, so he moved there in October 2013

38、, with his life savings of US $200,000. He quickly joined forces with Wittgen, and with his help, and with advice from InvestHK, soon found more strategic investors to support the launch of Luke Grana, GRANA 2016 KPMG, a Hong Kong partnership and a member firm of the KPMG network of independent memb

39、er firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. GS1 Hong Kong is the local chapter of GS1, a not-for-profit, standards orgnaisation. GS1 is a regis-tered trademark of GS1 AISBL. 15Outlook for e-commerce in Hong Kong Building relati

40、onships over coffee coffee that was sold at retailers was instant coffee. So we decided to retail our own products ourselves. We first established the call centre the Customer Relationship Centre and then evolved into different channels. ” Staeheli says the aim today is to offer a consistent experie

41、nce to the customer, whether its offline or online. “Its about consistency in the product, price and promotion. ” Integrated channels and customer relationships The company is very clear on the role of each of its channels, he says. “Retail is very much about delivering the brand experience. E-comme

42、rce is about Nespresso anytime, anywhere. Trade is focussed on machine sales and is a channel through which we can recruit new members. The Customer Relationship Centre used to be a transactional channel, and today its about building relationships. ” Staeheli says if there was such a thing as an ide

43、al customer relationship development process, it would see the customer initially recruited through Nespressos boutique or trade channel then transformed into an e-commerce customer. Subsequently, these customers would be regularly invited back into the boutique to try new coffee innovations and all

44、ow Nespresso to engage directly with them. Staeheli says that because, in most cases, customers join the Nespresso Club to buy coffee , the company is able to gain a good understanding of the consumer, and therefore tailor its marketing campaigns and offer personalised experiences. Offline vs. onlin

45、e in Hong Kong Despite Nespressos online channel showing the fastest sales growth, Staeheli highlights two main challenges to the development of e-commerce in Hong Kong. The first is convenience. “You want to offer convenience with e-commerce but the retail landscape in Hong Kong is already very con

46、venient. Most households are within five to ten minutes travel time to a mall. So we offer same-day delivery for online purchases made within a particular time frame of the day. The other challenge for Hong Kong is the high cost of distribution. ” Prospects for Nespresso and for Hong Kong Staeheli p

47、oints out that despite the downturn in Hong Kong, retail sales in general are still at historically high levels. But while he believes Hong Kong is a city of opportunity with the potential to adapt to new circumstances, it is also a city with some resistance to change. “And it may benefit some brand

48、s to get back to basics when it comes to focussing on customer experience and telling the story of the brand. ” Staeheli says he remains optimistic about Nespressos prospects.The company has new strategies and launch plans in place as the popularity and demand for coffee continues to grow in Hong Ko

49、ng and Macau. Nespresso was founded in Switzerland 30 years ago and has had a presence in Hong Kong since 1997 . Initially, the company sold only to businesses, before expanding sales of machines and roasted and ground coffee capsules to the home consumer as well. Nespressos first boutique in Hong Kong opened in the ifc mall in 2006. Roger Staeheli has been the Country Manager of Nespresso Hong Kong and Macau for the past two and a half years. He says while retail is more important for Nespresso in Hong Kong than it is in other countries, e-commerc

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