Winning.com.au

John Winning, Founder and CEO of Appliances Online

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Affiliate marketing: who we work with and why

Affiliate marketing is an integral part of our marketing strategy, but it’s often one that confuses customers and our suppliers. In short: affiliate marketing, for us, is where external sites refer customers to our site for a portion of the sale value (never more than 3%).

Of course, we’re very particular about who we work with as the customer experience is so crucial to the success of all our businesses and we are very cautious about how we are being represented on external sites.

Who we work with

At present we work very closely with the leading Australian CSEs (Comparison Shopping Engines) like Getprice.com.au and MyShopping.com.au as well as other product-focused sites like ProductReview.com.au. These sites allow consumers to compare prices across various suppliers, as well as collecting reviews about the different stores. As we have a high customer-satisfaction rate, a fantastic perception in the market and offer a best-price guarantee, these kinds of sites work well for us.

It’s also important to us that our customers are able to leave reviews on third-party sites like these: it allows us to refine our service, while the high ratings are great for our market perception!

The other sites we work with on affiliate relationships are niche-specific sites: content-driven portals sharing content about cooking, appliances, home renovation or anything else specific to us. These kinds of sites are more likely to use generic Appliances Online or Big Brown Box links or banners, rather than pricing and links to specific products.

Who we don’t work with

Recently we’ve been approached by several marketplace sites looking to partner with us. One that stands out is Zanui.com.au – an aggregator of products and suppliers with one key difference to other affiliates: they own the pre- and post-sale communications, the checkout/transaction process and the delivery of products. This means that we, as a merchant, would have little or no interaction with the customer.

Zanui’s site’s been launched by Rocket Internet, an aggressive German venture capital group that move into new markets and launch several products at once. They’ve grown rapidly in the last few months in Australia – launching four sites and hiring hundreds of new staff.

We’ve seen many startups like this before: they move heavily into the market and sell to merchants on the premise that if they don’t take up a property on their marketplace as a supplier, their competitors will. In this case, our competitors will undoubtedly start selling their products through Zanui, but we’re not concerned.

We believe that we’re large enough to stand-alone in the industry now, and don’t feel intimidated by considerable marketing budgets of other groups or new players for several reasons:

  1. We will always own our pre- and post-sale communication, the transaction process and the delivery: it’s the only way we can continue to promise the highest levels of service possible.
  2. Competitors that do take up opportunities on marketplace sites like this are most likely not as concerned about service and the customer experience as we are, so we don’t see them as a threat to our core business offering.
  3. Selling through marketplace sites only dilutes our brand and confuses the customer: we’re confident about who we are as a company and as individuals, and we won’t risk altering how we’re perceived in the market.
  4. Partner relationships like these have the potential to upset suppliers, who are just as important to us as our customers and staff.

More specific to Zanui: we’re a family business and a business going from 1 to hundreds of staff in a few months isn’t likely to maintain a strong work culture or ethic, which will undoubtedly carry-over to their service. That’s not what we’re about.

I wouldn’t usually name a specific company in this way, but after meeting with Zanui I thought it was appropriate to state why our businesses won’t be partnering with them or other marketplace sites, especially as they claim to be moving so heavily into the market. We wish them all the best and will be keeping a close eye on this space this year.

Why we don’t stop for Christmas…

This Christmas I’m working… 10 Appliances Online and Big Brown Box employees, along with their partners or friends,  are spending Christmas Day manning the customer support centre. We also have some suppliers dropping in for the occasion.

Part of our commitment to customer service is that we are available 365 days a year, so we’re open from 7am to 11pm even on Christmas Day… There’s no rest for the wicked.

Sam, who’s in charge of all things fun in the office has put together a cooking roster and I’m looking forward to cooking a ‘mini turkey’* in our state-of-the-art kitchen in the office. We might even get our office keg working for the occasion.

It’s been a huge year for Appliances Online – and here are some of the highlights:

  • Growing our staff from 20 to almost 100 employees at Appliances Online,
  • Winning the ORIA award for Best Customer service and Best Site Design,
  • Re-launching Big Brown Box as an online destination for people in the market for TVs and AV equipment,
  • Becoming CEO of Winning Appliances and being the 4th generation Winning to be in charge of the family business,
  • Opening a warehouse in Perth to better service our friends in the West,
  • Jumping on the Team Korea boat which was sailing in the America’s Cup World Series in San Diego with my good friend Troy Tindill.

Merry Christmas everyone, look forward to catching up in the New Year.
* The mini turkey is actually a chicken. I don’t know how to cook turkey and am not willing to try my luck when cooking for 10.

Infographic: Fathoming Amazon

It’s hard not to take notice of one of the leaders in online retail – Amazon. They’ve been selling online since 1994 and have done immeasurable things for the industry: most of all, setting the standard for e-commerce design and cross-selling tactics.

Amazon Infographic

No beer today: what Coles Online should learn from their pricing error

Beer-lovers across the country, including some sneaky Appliances Online employees, thought they picked up the bargain of the summer last night: cases of Coopers and James Squire beer for $15 and $16 each, respectively, from Coles Online.

OzBargain, Twitter and many other forums kicked off with discussion about the deal and the two products were out of stock within a few hours.

Today, however, Coles has refused to honour the sales, instead offering a $15 voucher, and the real social kickback is just warming up.

Angry customers are now posting images, limericks and taunts on the Coles Facebook page every few minutes and some beer-less commenters are threatening to complain to the ACCC. #occupycoles has outranked #occupysydney volume on Twitter and replies to @ColesOnline have spiked by 400% today, while the Coles ‘No Beer’ Online page has 500 Likes and counting.

e-Commerce and social media are both booming in Australia and, admittedly, the rules are still very faint – particularly for some of the larger players who are still rooted in the old world traditional marketing thinking. Most companies aren’t quite sure how to handle incidents like this, or haven’t put in place the right infrastructure and processes to avoid them in the first place. All the same, marketing, PR and business in general, are about being reactive and innovative: finding ways to make things work with what’s at hand, with what’s topical. Always thinking about the customer. That shouldn’t change online.

Coles Online had an opportunity to turn 4,000 customers (many of which were probably new to their online channel) into advocates for a relatively minimal loss/cost – probably not much more than the company will spend on TV advertising this afternoon.

I’d suspect that 90% of the avid beer consumers would have told their mates about how they snagged $16 cases of James Squire from Coles Online. Instead they’re now creating Facebook pages and Twitter tags to attack the company.

They’ll potentially spend far more on PR in the coming months than they’ve just lost as they try to promote themselves as the top choice for Christmas Shopping. They might have had, instead, dozens of news articles, forums and social mentions heralding them for looking after their mistakes, and their customers. Not to mention, they’d have been funding 4,000 barbeques across the country this weekend. I certainly know which type of press I’d prefer.

Coles Online Beer

Edit: I earlier referred to “about 4,000” people purchasing the beer offer, based on a discussion on Facebook. I’ve now removed this as the figure can’t been verified.

5 tips for online retail success

Last week I spoke at the Interactive Minds conference in Brisbane. In preparing this speech, I thought about what I would have loved to know when I was starting out six years ago.

1. Embrace technology to improve your business

Use available technology to monitor customer feedback in real time and give customers what they want. For example, AppliancesOnline developed a bespoke 360 degree camera imaging system because our customers told us they wanted to view every possible angle of the product.

2. Think about the customer experience

The most important aspect of running an online business is to impress every customer, no matter the mode of communication, be it via FacebookTwitter, Email, on the phone, or at delivery. Just because you’re an online company doesn’t mean you don’t have to deal with customers – we aim to look after, and communicate with our customers long after the sale has been made.

3. Design the site for your customers, not you

Appliances Online’s focus is on maximising customer utility and conversion but not letting form impede function. There is no appetite to re-invent the wheel of successful e-commerce website design, however, there is a need to provide consumers with the online shopping experience they expect.

4. Empower your staff

Staff are the biggest asset of any business – we encourage all employees to own their role and change it wherever possible to benefit the company. We trust our staff to use their initiative and have created a fun work environment where every door is open.

5. Stay agile and innovative

No matter the size of the company, being able to adapt quickly to the changing online retail landscape is a necessity. Our business has increased the number of employees by 300% in the past 12 months, and we have had to work hard to help ensure we remain agile and innovative.