{"id":1599,"date":"2015-11-30T14:17:16","date_gmt":"2015-11-30T13:17:16","guid":{"rendered":"http:\/\/www.artifactconsulting.com\/lapeira\/?p=1599"},"modified":"2021-04-03T12:48:33","modified_gmt":"2021-04-03T10:48:33","slug":"el-e-commerce-en-las-grandes-espanolas-y-su-futuro-cercano","status":"publish","type":"post","link":"https:\/\/www.artifactconsulting.com\/lapeira\/index.php\/2015\/11\/30\/el-e-commerce-en-las-grandes-espanolas-y-su-futuro-cercano\/","title":{"rendered":"El E-Commerce en las grandes espa\u00f1olas y su futuro cercano"},"content":{"rendered":"
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Is a timely coincidence that the same day I flight for consultancy on WebSphere Commerce to central Europe, El Pais publishes a special report about the limitations of E-Commerce in Spain.<\/p>\n

I will make an introduction for those who are not related: when the crisis began in 2008, several retailers and large Spanish companies felt encouraged to boost their online sales portals, betting on the internationalization of their sites and reducing costs associated with Internet sales. The idea was similar to the self-payment terminals you see in supermarkets, the initial versions of their sites were little more than a static facade, i.e. without great sales potential, so this move would require a major investment.<\/p>\n

As in any software project two approaches appeared: go with the big software vendors like IBM, Oracle and Microsoft or develop a project based on open source libraries. As we are in Spain all big companies bet on what you can to imagine: WebSphere Commerce (IBM) or ATG (bought by Oracle in 2010). And the years passed with timid advances.<\/p>\n

In September 2010 Zara’s new shop (not other family members, only Zara) was announced and, as they say on the Internet, “shit went cash” due to several factors, it took the web by storm and with a turnover of between 80 and 120 million euros the first year. For other companies before this Internet was “appropriate” but suddenly it became “priority” and gradually online projects began to take more money in yearly\u00a0budgets.<\/p>\n

The return of investment was quick (expect for Blanco), the projects relatively painless and companies did not have a lot of negative headlines, especially because unlike what usually happens in public projects (Bicimad hello!), on online sales projects the few alpha-technological on each team were respected (and the middle manager who failed to listen to the geek on duty was dispatched). The visibility of these projects is brutal and social networks don’t allow issues in the QoS without a ranting.<\/p>\n

Fast forward a couple of years we are talking about 2014 or 2015 and the problem is, as mentioned in the El Pais article, distribution chains. I could share stories about this, but to give an example of a geek end-user experience: my colleagues in the National League Robotics Competition prefer to wait 45 days and buy things in Alibaba than try to deal with the Spanish and European online sale.<\/p>\n

Forgive me to laugh when I hear that that “Inditex may have any item, anywhere in the world within 24 hours,” first point, that is not true and secondly, other companies do have them (24-48 hours maybe but without customs problems).<\/p>\n

The chain of provisioning and the stock\u00a0is pretty broken in Spanish and European companies, it is controlled as far as it is and then good luck … not that this works better in China but at least they know and we see every day new integration projects between Chinese suppliers and retailers so that automation is not just lip service.<\/p>\n

Many think that the important point\u00a0\u00a0is the “web page”, the provisioning\u00a0application but what good is that if you haven’t checked the item inside and outside the warehouse?, large companies will see the same troubles they already had with the payment gateways (which for some still remain). If we were not able to operate a payment gateway, what makes us think we can deal with an ESB platform with the providers of goods in one side and the courier companies in the other, our kids may see the fruits of these efforts.<\/p>\n

When it comes to work, the results should be translated into more consumer information: retailers should sell items like hotels rooms are booked: the client should know at which time will the order enter by the door to the extent that we can put a time counter in his mobile until the arrival of the item at the door (yes, like the opposite idea than \u201carrival time” at the hotel). But we still haven’t got any co-shopping, please let me get rid off those lost weekend buying clothes… GIVE ME CO-SHOPPING!.<\/p>\n

The key ideas: integration of partners + stock control + visual rewards to the buyer on delivery = 3 digit percentage sales increase.<\/p>\n

Seeing SAP trying to cooperate in this with IDOCS will be fun, I would fell pity if it was not because I yet have to pay a lot of mortgage and I see the ongoing culture collision and the years it takes to deal with the motto “what is in SAP remains SAP”.<\/p>\n<\/div>\n

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Es una oportuna coincidencia ir a dar consultor\u00eda sobre WebSphere Commerce a centro-europa y que el mismo d\u00eda del vuelo El Pa\u00eds publique un especial sobre las limitaciones del E-Commerce en Espa\u00f1a.<\/p>\n

Har\u00e9 una introducci\u00f3n para los que est\u00e9n metidos en el lio: cuando empez\u00f3 la crisis en 2008 varios retailers y grandes empresas espa\u00f1olas se animaron a dar un impulso a sus portales de venta online, apostando as\u00ed por la internacionalizaci\u00f3n de sus sites y la reducci\u00f3n de costes asociada a la venta por Internet. La idea era similar a los terminales de autocobro que ves en las grandes superficies. Las versiones iniciales de sus webs eran poco menos que una fachada est\u00e1tica, es decir, sin grandes posibilidades de venta, asi que el movimiento iba a requerir una inversi\u00f3n importante.<\/p>\n

Como en todo proyecto de software se plantearon dos posibilidades: ir con los grandes vendors de software como IBM, Oracle y Microsoft o desarrollar proyectos de software basados en librer\u00edas open source… como estamos en Espa\u00f1a todas las grandes apostaron por lo que os podeis imaginar. WebSphere Commerce (IBM) o ATG (comprado por Oracle en 2010). Y los a\u00f1os fueron pasando con avances t\u00edmidos.<\/p>\n

En 2010 se anunci\u00f3 la tienda de Zara (no de \u201clos otros miembros de la familia\u201d, solo de Zara) y como se suele decir en Internet \u201cshit went cash\u201d, debido a varios factores la web despeg\u00f3 a lo bestia y factur\u00f3 entre 80 y 120 millones de euros el primer a\u00f1o. Obviamente lo que antes fue \u201cconveniente\u201d para otras empresas, de repente fue \u201cprioridad\u201d y poco a poco los proyectos online empezaron a coger m\u00e1s dinero en los presupuestos anuales.<\/p>\n

El retorno de inversi\u00f3n fue r\u00e1pido (excepto para Blanco), los proyectos relativamente indoloros y no hubo que lamentar muchos titulares de prensa negativos, m\u00e1xime porque a diferencia de lo que suele ocurrir en proyectos p\u00fablicos (hola Bicimad!), en venta online se respet\u00f3 a los pocos alpha-tecnol\u00f3gicos que hab\u00eda en cada equipo (y el jefecillo que no supo escuchar al geek de turno, ya fue amonestado). La visibilidad de las webs era brutal y las redes sociales no hubieran permitido un descalabro en el QoS sin sacar los cuchillos.<\/p>\n

Fast forward un par de a\u00f1os: estamos hablando del 2014 o 2015 y el problema es, como bien menciona el art\u00edculo del Pais, las cadenas de distribuci\u00f3n… podr\u00eda contar varias historias sobre esto, pero para dar un ejemplo muy geek de experiencia de usuario final: mis colegas de la Liga Nacional de Rob\u00f3tica de Competici\u00f3n prefieren esperar 45 d\u00edas y comprar cosas en Alibaba, que intentar lidiar con la venta online espa\u00f1ola y Europea.<\/p>\n

Perdonenme que me r\u00eda cuando oigo eso de que \u201cInditex puede tener cualquier art\u00edculo, en cualquier parte del mundo en 24 horas\u201d, en primer lugar no es cierto y en segundo lugar otros s\u00ed lo est\u00e1n haciendo (24-48 horas puede pero sin problemas de aduana).<\/p>\n

La cadena de provisionamiento y de stockage, est\u00e1 bastante rota en las empresas espa\u00f1olas y europeas, se controla hasta donde se controla y luego buena suerte… no es que en China funcione mejor pero al menos ellos lo saben y cada d\u00eda ves nuevos proyectos de integraci\u00f3n entre proveedores y retailers para que la automatizaci\u00f3n no sea solo de boquilla.<\/p>\n

Muchos piensan que lo importante es la \u201cp\u00e1gina web\u201d, la \u201caplicaci\u00f3n de provisioning\u201d, pero de que sirve eso si no tienes controlado el item tanto dentro como fuera del almac\u00e9n… van las grandes empresas a pasar las mismas cuitas que ya tuvieron con las pasarelas de pago (que para algunos todavia siguen). Si no fueron capaces de hacer funcionar UNA pasarela de pago, que nos hace pensar que podemos lidiar una plataforma ESB que por un lado tiene proveedores de mercanc\u00eda y en el otro tiene empresas de mensajer\u00eda… a este paso los frutos los ver\u00e1n nuestros hijos.<\/p>\n

Cuando esto llegue a funcionar, el resultado se deber\u00e1 traducir en mas informaci\u00f3n al cliente: hay que vender art\u00edculos f\u00edsicos como se reservan hoteles: el cliente tiene que saber en que franja horaria le llega el pedido hasta el punto de que podamos poner un descontador en su m\u00f3vil hasta la llegada del item a la puerta (s\u00ed, como si fuera la idea opuesta de la \u201chora de entrada\u201d en el hotel). Pero si todav\u00eda no tenemos ni coshopping, librarme por favor de los fines de semana perdidos comprando ropa… DARME COSHOPPING!.<\/p>\n

Las ideas clave: integraci\u00f3n de partners + control de stock + recompensa visual al comprador sobre el delivery = aumento de ventas de 3cifras porcentuales.<\/p>\n

Ver a SAP intentar jugar esta batalla con sus IDOCS va a ser divertido, me dar\u00eda pena si no fuera por que todav\u00eda tengo que pagar mucha hipoteca y veo la colisi\u00f3n cultural y los a\u00f1os que lleva lidiar con el motto \u201clo que est\u00e1 en SAP se queda en SAP\u201d.<\/p>\n<\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

Is a timely coincidence that the same day I flight for consultancy on WebSphere Commerce to central Europe, El Pais publishes a special report about the limitations of E-Commerce in Spain. I will make an introduction for those who are not related: when the crisis began in 2008, several retailers and large Spanish companies felt […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[103],"tags":[107,82],"_links":{"self":[{"href":"https:\/\/www.artifactconsulting.com\/lapeira\/index.php\/wp-json\/wp\/v2\/posts\/1599"}],"collection":[{"href":"https:\/\/www.artifactconsulting.com\/lapeira\/index.php\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.artifactconsulting.com\/lapeira\/index.php\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.artifactconsulting.com\/lapeira\/index.php\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.artifactconsulting.com\/lapeira\/index.php\/wp-json\/wp\/v2\/comments?post=1599"}],"version-history":[{"count":8,"href":"https:\/\/www.artifactconsulting.com\/lapeira\/index.php\/wp-json\/wp\/v2\/posts\/1599\/revisions"}],"predecessor-version":[{"id":1658,"href":"https:\/\/www.artifactconsulting.com\/lapeira\/index.php\/wp-json\/wp\/v2\/posts\/1599\/revisions\/1658"}],"wp:attachment":[{"href":"https:\/\/www.artifactconsulting.com\/lapeira\/index.php\/wp-json\/wp\/v2\/media?parent=1599"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.artifactconsulting.com\/lapeira\/index.php\/wp-json\/wp\/v2\/categories?post=1599"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.artifactconsulting.com\/lapeira\/index.php\/wp-json\/wp\/v2\/tags?post=1599"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}