E-Commerce Business Analysis

First, customers value the freedom in product review, purchase and choosing delivery methods, time and locations (Thirumalai & Sinha, 2005; Royal Mail, 2015). This is what differentiates e-Commerce from traditional model of order fulfilment and outbound logistics since it provide flexibility in delivery and receipt options. Customers want to freely review any product that interests them, compare with other models, make purchase and choose whatever delivery options (method, time and pick-up locations) that fit their needs.
Second, freedom in product return process is highly valued as well (Nguyen et al., 2016; DPDgroup, 2017). While traditional shopping involves directly coming to the stores and picking the goods, often without return option,
e-Commerce success depends largely on customer’s trust which is represented in the firm’s fulfilment of promises made to customers regarding the goods delivery and return.
Fourth, customers require a high level of personalization (Lummus & Vokurka, 2002; Deloitte, 2017). Consumer goods, especially sporting goods is fast-changing and customization-driven because they associate with personal branding and experience. As a result, the requirement of personalization is extremely high.
Fifth, inventory visibility in terms of accurate, real-time management and future availability control is critical to e-Commerce business (Tarn et al., 2003; Openbravo. 2016). Seasonality of sporting goods demands and as well changing customers need require a resilient but responsive inventory management system to effectively satisfy customers. Finally, the need for omni-channel shopping experience is imperative (Ricker & Kalakota, 1999; Deloitte, 2017). In other words, customers demand an integrated shopping experience that is consistent across channels including both physical and virtual environment.
5.2. Order fulfilment and outbound supply chain for e-Commerce in
First, as presented above, a significant portion of adidas sales is from this market. Second, Western Europe market in particular and whole Europe market in general have strong growth prospect for fashion and shoes products as well as e-Commerce business models. According to Ecommerce Foundation (2016), total turnover of Europe (including Russia) market B2C e-Commerce reached $505 billion (increasing 13.3% from last year) with major markets of U.K. ($174 billion), France ($72 billion) and Germany ($66 billion). Moreover, at those key markets, shoes and clothing products are the most purchased goods via online platform. Third, Western Europe market with a diverse customer base in terms of preferences, demographics and spending habits imposes significant challenge for service innovation application of sporting goods brands (Ecommerce Foundation, 2016). In other words, insights from the case study of this market can yield important results and implications for the purpose of this