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10 Facebook App Features You Should Know

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Q: How did you enter this retail segment?

Mr Tan: My dad used to run a wholesale business but he passed away when we were very young, so my second brother started his own fish stall in a market. Back then, I was just 12 years old.

I started helping him, and I started cutting fish when I was 15. It was quite funny to see a young boy like me holding a chopper.

Along the way, I discovered that there was a gap in the market, because every Chinese New Year, I was answering three main questions: What is this fish? How do you cook it? Do you steam, grill, or do anything to it? I repeated myself thousands of times during Chinese New Year alone.

After we had worked for a few years, Angeline convinced me to start this business.

Q: And now you're opening a second outlet - this time in a shopping centre. Why expand at this point?

Ms Ong: Revenue is on an uptrend, and we thought that with this positive momentum, we should try to maintain it by growing our presence. We know that our main target audience is families, people who cook at home, and we wanted to find another place that would attract families.

BIG PICTURE
All this data and the communication that we get on digital outlets actually give us the ability to plan forward. We can observe when sales are dipping for a certain product, for instance, and when sales are increasing. ''
MS ONG, on the advantage a digital system has given the business.

Mr Tan: More importantly, in a wet market, we are not able to demonstrate how a specific dish is being cooked. This new shop actually has a corner where we will demonstrate how we steam the fish, how we do sous-vide as a new way of cooking.

Q: Besides hip marketing, you have also taken a high-tech approach to a traditional business. How does your unified digital system work?

Mr Tan: We adopt a cloud system a lot. One benefit is that the information systems are all intertwined so they can communicate with one another. Our point-of-sale system, Vend, will record the retail sales, and our online Shopify will record the online sales. All this will come to our (accounting and online bookkeeping) Xero account and then we have our HReasily, a human resource management software. Essentially, all of these are part of the UOB BizSmart package.

Ms Ong: It's very easy to track when things are not tallying because now my UOB bank account is directly fed - we get direct bank feeds into Xero - so if I see a cost coming up or revenue that is unaccounted for, I can trace if any order is pending fulfilment.

It even helps me to send chasers. I'll put in the accounts payable date... so I don't need to go and be a loan shark myself.

I was adamant about not having an accountant, given that I have an accounting background. I really don't need this kind of headcount when I can dedicate more of my headcount to operations.

Q: Did either of you struggle to adapt to the technology?

Mr Tan: Back in our school days, I'd already researched this. That was back in 2010, when nobody believed in cloud, nobody even cared about cloud, and everyone thought that I was a crazy man because I kept introducing them to this cloud thing that was so interesting.

At the end of the day, technology is not supposed to take away the processes, it's supposed to be an enabler. You still need people to manage it, otherwise it'll go haywire.

Ms Ong: I already had the intention of finding all the elements that could be linked. Since those days, we were already very aware of how proper enterprise resource planning could really facilitate everything.

Mr Tan: There is very low capital expenditure involved. If at any point in time you don't feel like using the systems, you can actually terminate them. On the other hand, you need not worry about support. It's very easy - we can chat with someone 24 hours a day.

Ms Ong: We actually like to chat with the Shopify people on Saturday nights.

Q: Mr Tan, is your brother, who is 14 years your elder, still running a fish stall?

Mr Tan: Oh yes, we source for fish together. My brother is still running his own stall the traditional way. I think this new shop would totally shock him if he ever sees the actual concept.

Q: How does the way you do things differ from his methods?

Mr Tan: For me, because I have data, I know exactly what fish I want to get, but my brother will think, "Maybe today I can sell more", so he'll just get a bit more... I've spoken to my brother and told him about this system, but he seems quite reluctant to adopt it because it will change his current workflow.

He will ask me, "Why do I need to measure the fish stocks? If I can sell it, I can sell it. Why do I need to keep inventory and keep records of all my customers digitally? I write their names on my wall using markers."

Angeline and I use an iPad to see who our loyal customers are, how much they spend. My brother will say, "Oh, this person comes every day. I have the numbers of customers, I can always call them."

Q: What advantage has the digital system yielded for you?

Ms Ong: All this data and the communication that we get on digital outlets actually give us the ability to plan forward. We can observe when sales are dipping for a certain product, for instance, and when sales are increasing. So we can observe, for example, if it seems like fillets are doing well and plan to sell a lot more fillets, a wider variety of fillets, to attract a bigger group of young clientele. All this wouldn't have been possible without our digital tracking and our social media.

Q: Are you planning to digitalise further?

Ms Ong: I would like to spend as little time as possible on HR and admin matters, so the system is really good in the sense that I just need to put in the monthly salaries and things like that. I intend to integrate Deputy, which is the rostering system, with the HR system, HReasily, which is already integrated with Xero. All this integration is making me so happy.

Q: And what about business expansion?

Ms Ong: Besides opening at West Coast Plaza, we'll also be expanding into the wholesale space. Actually, most of the other seafood players in Singapore started in wholesale and went into retail as an afterthought. But we wanted to do it differently. We want to do retail first because we feel that is the best way to understand the needs of consumers.

Given that it is so ultra-competitive in the retail space - essentially, anyone that sells fish to a customer who cooks at home is our competitor - expansion helps us to survive in this competitive industry. It also gives us validation that we're doing it right and gives us the confidence to move on with our plans.

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Digital strategy nets fish retailer bigger catch

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Q: How did you enter this retail segment? Mr Tan: My dad used to run a wholesale business but he passed away when we were very young, so my second brother started his own fish stall in a market. Back then, I was just 12 years old.

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It hides in plain sight in a Seattle neighborhood. A building that would not attract even a hint of curiosity. Inside it's a bit of a different story as this seemingly bare-bones structure serves as the fulfillment center for Blue Nile, the world's largest Internet retailer of diamond jewelry.

It's easy to view Blue Nile solely as an early eCommerce success story but perhaps its greatest feat is the ability to produce and ship jewels in a highly efficient manner based on the individual requirements of an online order. This efficiency is one of the ways it earns the trusts of customers making a highly emotional purchase.

The nondescript nature of the facility is due to security concerns. The merchandise is highly valuable, consisting of diamonds, colored gems and precious metals. Inside, multiple doors are used to enter and leave certain areas for security purposes. Workers were not identified in the story for the same reason. My ability to take photos was severely restricted. Instead, I'm relying on extreme up-close photos taken by Blue Nile.

Hide Iba, fulfillment center director, told me the assembly and fulfillment operation employs about 90 workers who produce about 300 to 400 jewels per day. From mid-November to Christmas, the number of workers swells to 135 who produce 900 to 1,100 jewels per day around the clock. He said at its peak the company produces a finished product every 40 to 60 seconds.

The company has the ability to take orders as late as 4 p.m. ET for delivery by 10:30 a.m. the next morning, he said. More than 99 percent of orders are delivered on time, most within a 48-hour period.

It's important to note the company is not making jewelry. Workers assemble the pieces based on the materials that arrive and the online orders received. It's a circular assembly-line operation. The diamonds and precious metals come in at one end of the facility and are assembled, polished and cleaned. Each piece then goes through a quality control process, and then the finished pieces are packaged and shipped from the same entryway.

The assembly-line process is a major reason for its efficiency. A bigger reason is that each job in the assembly line is extremely specific. It also helps that more than 70 percent of the business is in engagement rings so there is some semblance of consistency in the orders. Each order is assigned a clear plastic bag that lists the parts to be placed together. The steps in the process of assembling an engagement ring include sizing the ring shank, soldering the mounting onto the shank, polishing the diamond and placing the diamond on the mounting. Each of these tasks is split into smaller job responsibilities.

Much of the work is done by hand, particularly the diamond mounting. The operation is quite resourceful as well. Several pieces of equipment were created or modified in-house with Iba claiming there are "seven patentable processes" in the operation. Another reason pictures were limited.

The workers have varying levels of skills and experience and this dictates their tasks. Some are skilled bench jewelers with up to 30 years of experience and they will do the more demanding work. There are currently 14 gemologists on staff. There are those who have never worked in a jewelry operation and others who have skills that can be transferred to jewelry making. For example, one polisher did the same job at a motorcycle factory. This is one of the reasons that jobs are much more specific than in most jewelry operations. Iba says training is a constant thing and once they learn one job they will be trained for another.

"The benefit of having very distinct small sections of responsibilities is that it's easier to train them," Iba said.

He added that there are not many highly skilled jewelers in Seattle so it's another reason why they rely on training. It's a problem not limited to Seattle.

The most experienced and skilled bench jewelers work on the largest high-quality stones and settings. Iba referred to them as the "super bowl team." The largest diamond ever sold at Blue Nile was 12.5 carats.

For the final stage in a separate room, all jewels are dipped in an ultrasonic immersion tank that extracts lose particles of precious metal so they can be reused. Then the pieces go through quality checks before being packed and shipped throughout the country.

There is no waste in the process, Iba said, including the tanks of chemicals used for cleaning the jewels and the rhodium dipping tanks for white gold jewels. The water is either recycled or evaporated.

Blue Nile was founded in 1999 by Mark Vadon after he had a less than satisfying experience shopping for a diamond engagement ring through traditional retail routes.

The company was created during the infancy of the Web with the premise that choosing an engagement ring can be a simple process and can be done online. Education and disclosure helped consumers make informed decisions when choosing a diamond engagement ring.

Within 10 years it became one of the largest diamond and diamond engagement ring retailers in the U.S. and one of the early high-growth eCommerce darlings.

Another important characteristic of the company is an inventory of more than 200,000 diamonds with grading reports from the Gemological Institute of America or the American Gem Society that list all of the important diamond characteristics. They can be paired with more than 200 settings. The overall result is that, according to company officials, Blue Nile provides more options and sell their jewels for less than traditional retail jewelers.

Many agree. Since its founding the company says it has served more than 1.7 million customers and sold more than 1 million engagement rings and wedding bands, combined .

However, 17 years later Vadon is no longer with the company, and more recently it is showing signs that its robust growth in the U.S. is waning (The company sales are growing at a strong pace at its two international hubs in Europe and China). Revenues in 2015 totaled $480 million, a 1.4 percent increase year-over-year. In the second quarter of this year sales were flat year-over-year totaling $113.8 million.

Despite the slower growth, Harvey Kanter, Blue Nile's CEO, president and chairman, isn't prepared to say the company's business has matured. He notes that while Blue Nile is by far the largest Internet diamond jewelry retailer in the U.S. (and the world) with 50 percent of the market, he believes it has only 5 percent of the overall jewelry market. So from his perspective, there's still plenty of room for growth.

Still, Blue Nile is working at ways to diversify both its business and the customer experience. One of Kanter's charges when he arrived in 2012 was to grow the fashion jewelry business. He downplayed this in our interview.

"When I first arrived it was very much a strategic thrust of the company," he said. "We still believe that fashion fine jewelry is important but it's ebbed and flowed and we haven't had overwhelming success but we've had a continued growth and we still believe it's an opportunity."

He added, "We have more females coming to the website than men and we believe there's a lifetime value in becoming a more important part of the non-engagement part of the jewelry business."

Blue Nile divides its non-engagement business into three segments:

* Non-engagement fashion, which includes pearls, sterling silver and gold jewels, and jewels made with precious diamonds and gems.

* Non-engagement bands (bands purchased for reasons other than weddings). "The reality is the wedding band business is everything from basic wedding bands to eternity bands and many things in between," Kanter said. "Many of the bands we sell are not necessarily associated with getting engaged or getting married, such as an eternity band, which is often selected for anniversaries."

* The third segment is diamond jewelry, which has three components:

- Build your own jewels, including earrings, pendants, three-stone and five-stone rings based on the company's loose diamond business;

- Preset diamond jewelry, including studs and pendants;

- Fashion diamond jewelry, with a focus more on design rather than precious materials.

The company also has partnered with well-known designers inside and outside the jewelry industry to develop lines of engagement and non-engagement jewels.

The company has placed its efforts for the past three years on building its engagement band business, Kanter said.

"One of the important elements of our research is that consumers say they would like to buy a band where they bought their engagement ring we have been addressing that market," he said. "We made a very definitive strategic and tactical plan to really develop that band business to go with the engagement side of the business. Eleven of the last 14 quarters we had a double-digit unit growth in wedding bands, which is really meaningful."

Another area of diversification is in brick-and-mortar, where the company is rolling out what it calls "Webrooms," small retail spaces with limited inventory where customers can walk in and touch and feel the jewels. It's similar to what a few other eCommerce retailers are doing, such as Amazon and Warby Parker.

At first glance, it seems a bit unusual for a company that has proven you don't need to see and touch jewelry before buying, but Kanter calls it a way to diversify the customer experience. Blue Nile has five of these stores and plans to open more.

"Today's consumer or the millennial consumer really requires choice," he said. "The way we look at our business, it is no longer an eCommerce business or an Omni-channel business. It's a business about commerce.... The Webroom was really built around the concept to give the consumer the opportunities to see, touch and feel (the jewels)."

There are no direct sales at the stores, no cash and carry. People can either place a digital order through in-store tablets or their own mobile device. Or they can wait till they go home.

Kanter promoted the stores during Blue Nile's second quarter earnings conference call in February but otherwise he downplays it, calling it a learning experience.

"It's really a very digitally enhanced experience in a conventional environment," he said. "The interesting thing is they are purchasing as if they're home on an iPad with the help of a consultant in the store."

The company continues to try to enhance this diversification of choice by enhancing its mobile apps, Web presence and the way it digitally displays products.

"We believe that as we continue to engage the millennial customer, we can get more people to have the trust and confidence, and understand all of the benefits of buying from someone like Blue Nile online," he said. "The Webroom is an example of that. Enhancements to the phone or tablet or PC, which is ultimately the digital experience, are examples of that. Those are all important elements that actually accelerate our business."

He also stresses Blue Nile's primary business is selling engagement rings (which accounts for 70 percent of sales) and that won't change.

"It will come down as a percent, but is it going to go to 50 - 50? No. Could it go to 65 - 35? Yes."

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How Blue Nile Delivered A Million Pieces Of Bridal Jewelry

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It hides in plain sight in a Seattle neighborhood. A building that would not attract even a hint of curiosity. Inside it's a bit of a different story as this seemingly bare-bones structure serves as the fulfillment center for Blue Nile, the world's largest Internet retailer of diamond jewelry.

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LG How-to & Tips: How to Use Voice Recognition feature LG webOS TV | LG India

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LG How-to & Tips: How to Use Voice Recognition feature LG webOS TV. Learn about product installation, maintenance, and troubleshooting using our search options.

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How to Deliver Omni Channel Customer Experience

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How to Deliver Omni Channel Customer Experience

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How to deliver omni-channel customer experience

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Nordstrom’s New Store Won’t Stock Clothes I Fortune

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Nordstrom is a pioneer in this journey to create a "hyper-personalized shopping experience." Over time, says O'Keefe, the entire e-commerce and in-store experiences will be centralized around the shopper.

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Nordstrom announced two acquisitions to further its investment in technology and the customer experience. The chain has closed a deal to acquire two leading retail technology companies: BevyUp, a digital selling tool, and MessageYes, a conversational commerce platform.

"The retail environment is changing faster than ever, but the value of service, speed, convenience and newness remain constant," said Brian Gill, technology senior vice president at Nordstrom. "To continue to be successful into the future, we need to invest in technologies that will enable us to deliver on those qualities and better serve customers in a digitally connected world."

Nordstrom is investing in salespeople by giving them a mobile suite of capabilities to help them better serve customers. BevyUp is uniquely positioned to help with this goal through a new mobile employee app that will be rolled out in the coming year.

RELATED: Nordstrom ranks as top fashion retailer

With MessageYes, Nordstrom will be able to add to its existing depth of talent and experience in engineering, data science and machine learning, all with the end goal of personalizing customer experiences.

Nordstrom has always prided itself as being a leader in customer engagement and places high importance on providing exceptional customer service. So these acquisitions "speak to their commitment of providing superior service as they start to personalize the shopping experience and sync their online and digital efforts with their in-store experience and sales," Tom O'Keefe, president and CEO of 4-Tell, told FierceRetail. "The integration of digital technology will enable employees to engage and communicate with consumers consistently across numerous channels, while providing comprehensive, tailored recommendations-leading to a personalized shopping experience and increased customer loyalty and revenue-both online and in-store."

O'Keefe also predicts that with the consolidation of online and offline customer data, Nordstrom will next begin implementing technology in-store, such as arming sales associates with mobile technology that allows them to reference individual customer data in real time.

"As digital technology continues to redefine the retail industry, I think you will see Nordstrom-and other industry-leading brands-double-down on digital technology that enables a unified and personalized customer experience," he added.

RELATED: Nordstrom discusses going private

But like with any acquisition, there will be challenges. Currently, Nordstrom does not show in-store purchases, only those made online, in a customer profile. So in order to make personalization feel authentic, shopper data must be harmonized across all channels, O'Keefe says.

"Syncing data across multiple channels can be challenging, which is an obstacle Nordstrom will likely face when integrating retail technology across their various properties including HauteLook, TrunkClub and The Nordstrom Rack. The task of implementing two technical solutions across multiple properties may take some time before shoppers notice a seamless, customized experience," he said.

Nordstrom seems to be the first big department store chain making a concerted push into retail technology, but O'Keefe says others will follow, namely Saks Fifth Avenue and Neiman Marcus. Nordstrom is a pioneer in this journey to create a "hyper-personalized shopping experience." Over time, says O'Keefe, the entire e-commerce and in-store experiences will be centralized around the shopper.

"Not only will the implementation of retail technology build customer loyalty and long-term value for brands, it will also help to increase revenue, restore retail operating margins, support merchandising decisions, and decrease employee turnover internally," he added.

Acquisitions such as this one signal the future of retail-an industry driven by data and committed to personalized shopping.

"With the power of data at our fingertips, retailers will be able to identify their most loyal shoppers and collaborate with them in real-time across multiple channels-both physical and digital," O'Keefe said. "Dynamic, data-driven merchandising and an efficient human connection will offer these retailers the best chance to survive the changing market conditions."

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Nordstrom announced two acquisitions to further its investment in technology and the customer experience. The chain has closed a deal to acquire two leading retail technology companies: BevyUp, a digital selling tool, and MessageYes, a conversational commerce platform.

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Rachel - Probably my first ecommerce venture :)

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Back before the days of Club Penguin (RIP) we had Neopets, and we spent hours earning those Neopoints and saving up for those elusive paintbrushes, passing the time until we were ready to hit the tombola and munch down on a free omelette.

Although the site is still going, it somehow doesn't hold the same power over us as it did when we kids, but a new mobile game might be about to change that.

Neopets Legends and Letters was announced at San Diego Comic Con this past weekend, and it looks like a cross between Neopets and Scrabble, with a little bit of puzzle gameplay thrown in.

This sounds pretty cool for a number of reasons, as the Neopets team also announced that a site will be launching alongside the app, allowing dozens of the popular minigames to be played easily on your phone.

Although you won't be able to play the game with the same Neopets pets as in your browser account (sorry Chomby from 2002), you will still be able to enjoy some of the browser's key features, like dressing your pets up and customising their accessories.

It's not known whether items or Neopoints will be transferable from app to brower or vice versa.

Neopets CEO, David Lord, explained that the game will be a mix of: "Neopets lore, a puzzle game mechanic, and battles," and of course, some Scrabble-like word games.

Sounds like it's going to offer something for everyone!

Lord is hoping for the game to be released in October this year, and it will be available for both iOS and Android.

We can't imagine this getting the same love as Pokemon Go, but we always love a trip down memory lane with games from our childhood.

Will you be making a return to Neopia when the game launches?

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Neopets Is Making A Return With A Mobile App To Launch This Autumn

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Back before the days of Club Penguin (RIP) we had Neopets, and we spent hours earning those Neopoints and saving up for those elusive paintbrushes, passing the time until we were ready to hit the tombola and munch down on a free omelette.

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The BizExchange | B2B Online Marketplace

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The BizExchange - B2B Marketplace, Exclusive offers for UOB SME Customers

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A marketplace that gives you an easy access to wide range of business essentials. Enjoy credit line with interest free payments up to 51 days. attractive MNC rates for your SME.

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Eezee.com.sg is your one-stop online superstore for industrial goods and supplies in Singapore. 

Shop Now: www.eezee.com.sg

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A 'Big Shift' from the 20th century, a time defined by hyper-consumption, to a 21st century age of Collaborative Consumption, is underway.

Collaborative Consumption describes the rapid explosion in...

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Finding baby sitters!

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Sittercity.com: Find Babysitters, Nannies, and Child Care

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Find babysitters & nannies your family will love. Just tell us your needs, and we'll connect you with the best matches nearby. Start your FREE search today.

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Marketplace for Baby products

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2nd hand clothing

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The Sharing Economy's Entrepreneurial Ecosystems

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B2C
Goods and services, monetary transaction
buyer/seller
Filters based on brand, price, condition, seller
https://www.refash.sg
Alexandria

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REFASH - Singapore's largest online and offline secondhand shopping destination

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Earn top dollar for your closet. Sell what you have to buy what you crave. Save up to 70% off your favourite fashion brands. Shop and sell in style now.

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B2C B2B
Hardware /software products
Technology

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Ezehar
P2P / C2C
Participants : sellers + buyers
Value unit : monetary , reputation / ratings , Gds & Services
Filter : category , daily picks , popularity, price , condition
Https://sg.carousell.com

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B2C
Business and consumers
Filter: base on location of seller, price, popularity.
Lazada.com

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Jessica

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ASOS | Online Shopping for the Latest Clothes & Fashion

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Discover the latest fashion and trends in menswear and womenswear at ASOS. Shop this season's collection of clothes, accessories, beauty and more.

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Cassidy
B2C
Selling goods mainly clothes to consumers

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ZALORA - ASIA'S LEADING ONLINE FASHION DESTINATION

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P2P. Core interaction is learning about other people's lives through pictures.

https://www.instagram.com/

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PawShake
C2C
Pet sitting services
Wei Lun

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Find 5-star pet sitters near you who offer dog sitting, dog boarding, dog walking, doggy day care and more pet care for your furry friend. Insurance included.

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- Steven
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New & Used Bicycle Marketplace Singapore Classifieds | Online Bike Shop | Buy & Sell MTB Road Tri Folding | Togoparts.com

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Singapore's Number 1 Bicycle Buying and Selling Marketplace Classifieds Store. Find thousands of MTB, Road Bikes and Folding Bikes for Sale!

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Ebay - pat

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C2C auction platform. Defunct worldwide but still strong in Japan and Taiwan. One of the competitors stopping Carousell from entering Taiwan. -pat

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B2C platform. Started in Japan and highly used in Taiwan. Exited Singapore though...

-pat

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B2C

Core interaction: ease of usage and purchase

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Ride Sharing platform
Basheer

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Lyft is the easiest way to get an affordable ride in minutes. How does Lyft work? Learn more and discover what cities and areas we cover. Use our fare calculator for a fare estimate and see how much a Lyft ride costs compared to a taxi cab or a shuttle to local airports.

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C2C
Handmade, vintage and unique goods.

www.etsy.com

- Nadhirah

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Etsy - Shop for handmade, vintage, custom, and unique gifts for everyone

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Find the perfect handmade gift, vintage & on-trend clothes, unique jewelry, and more... lots more.

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nathalie
service/ social currency/ info
people who have task
people who have time to do task

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Pauline

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RYDE

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RYDE | World's First Real-time Carpooling App

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This page is having a slideshow that uses Javascript. Your browser either doesn't support Javascript or you have it turned off. To see this page as it is meant to appear please use a Javascript enabled browser.

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3 New Online Platforms that Beat Craigslist

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3 New Online Platforms that Beat Craigslist

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3 new online marketplaces that beat Craigslist

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The new MSN, Your customizable collection of the best in news, sports, entertainment, money, weather, travel, health, and lifestyle, combined with Outlook, Facebook, Twitter, Skype, and more.

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Highlights of Alibaba's 2017 11.11 Global Shopping Festival