Operations
14 December 2022
Shein taps payments platform to grow in emerging markets
dLocal helped the fast fashion platform increase conversion by 5%.
Photo by rupixen.com on Unsplash
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While ecommerce enables merchants to reach consumers anywhere in the world, international expansion requires the infrastructure that will facilitate sales and logistics across borders.
dLocal is one example of a system that helps to make commerce global. Using its payments platform, merchants can expand in emerging markets.
Recently, dLocal shared results of its integration with fast fashion platform Shein.
Shein operates in more than 150 countries such as the United States, Spain, France, Russia, Australia and the Middle East. It worked with dLocal to provide payment solutions and access scale in these markets, according to a news release.
Since initially working together in 2020, dLocal and Shein said that the fast fashion did the following:
- Increased conversions by 5%
- Decreased the chargeback rate from 4% to 0.9%
- Improved performance risk control through dLocal’s intelligent defense system
- Reduced refund rate
- Significantly increased revenue while decreasing SHEIN's operating costs
“dLocal has been a true partner to scale our operations across the global emerging market landscape over the last couple of years,” said Ted Wang, head of global payments at SHEIN, in a statement. “An important part of creating a great experience for our customers is making sure they can use their preferred payment method. It builds on the strong foundation of trust we have with them, and partners like dLocal help make that happen.”
dLocal works with companies to expand in Africa, Asia and Latin America. Through the company's technology, multinational corporations can accept payments globally, distribute payments and settle funds. They can also issue white-label prepaid virtual cards and physical debit cards in local currency. dLocal says companies don’t have to individually manage different acquirers and payment channels, set up multiple local entities, or interface with multiple acquirers and payment methods in each market. In the end, it offers a model that includes one direct API, one platform and one docking.
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Marketing
09 June 2023
'There's a lot of ways to frame value'
Campbell Soup Company CEO Mark Clouse offered thoughts on messaging amid inflationary shifts in consumer behavior.
Photo by Kelly Common on Unsplash
After months of elevated inflation and interest rate hikes that have the potential to cool demand, consumers are showing more signs of shifting behavior.
It’s showing up in retail sales data, but there’s also evidence in the observations of the brands responsible for grocery store staples.
The latest example came this week from Campbell Soup Company. CEO Mark Clouse told analysts that the consumer continues to be “resilient” despite continued price increases on food, but found that “consumers are beginning to feel that pressure” as time goes on.
This shows up in the categories they are buying. Overall, Clouse said Campbell sees a shift toward shelf-stable items, and away from more expensive prepared foods.
There is also change in when they make purchases. People are buying more at the beginning of the month. That’s because they are stretching paychecks as long as possible.
These shifts change how the company is communicating with consumers.
Clouse said the changes in behavior are an opportunity to “focus on value within our messaging without necessarily having to chase pricing all the way down.”
“No question that it's important that we protect affordability and that we make that relevant in the categories that we're in," Clouse said. "But I also think there's a lot of ways to frame value in different ways, right?”
A meal cooked with condensed soup may be cheaper than picking up a frozen item or ordering out. Consumers just need a reminder. Even within Campbell’s own portfolio, the company can elevate brands that have more value now, even if they may not always get the limelight.
The open question is whether the shift in behavior will begin to show up in the results of the companies that have raised prices. Campbell’s overall net sales grew 5% for the quarter ended April 30, while gross profit margins held steady around 30%. But the category-level results were more uneven. U.S. soup sales declined 11%, though the company said that was owed to comparisons with the quarter when supply chains reopened a year ago and expressed confidence that the category is seeing a longer-term resurgence as more people cook at home following the pandemic. Snacks, which includes Goldfish and Pepperidge Farm, were up 12% And while net sales increased overall, the amount of products people are buying is declining. Volumes were down 7%.
These are trends happening across the grocery store. Campbell is continuing to compete. It is leading with iconic brands, and a host of different ways to consume them. It is following that up with innovation that makes the products stand out. Then, it is driving home messaging that shows consumers how to fit the products into their lives, and even their tightening spending plans.
Campbell Soup is more than 150 years old, and has seen plenty of difficult economic environments. It is also a different business today, and will continue to evolve. At the end of the day, continued execution is what’s required.
“If it's good food, people are going to buy it, especially if it's a great value,” Clouse said.
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