The Supplements category on Amazon displays the familiar "crescent moon" pattern we recently saw in the Paper & Plastics category. That means there are no brands in the High IQ Brands quadrant - brands are concentrated in Niche Performers, Large Leakers and Laggards. But, that's not to say there aren't healthy brands in this category. Nature's Bounty, Garden of Life, Jarrow and even Doctor's Best all qualify as fairly strong performers across marketing and operations. Interestingly, at 4.2% share of voice, the top brand marketer in supplements (Now Foods) has the lowest share of voice of marketing leaders in any category we have analyzed. This is truly a low concentration category.
The bambinos came to play! The baby care grooming category is unique to say the least. No brand has exclusively claimed the high ground but a plethora of brands have squashed into the Niche Performers quadrant - ten of them in fact. What's unusual about this category is how healthy it is, as measured by how many brands are on the right half of the quadrant - there are twice as many. Happy gurgles all around!
Bayer relays the feedback they have received from their sales team's use of CommerceIQ. Specifically, they touch on how they are now able to keep up with Amazon's raw decision-making speed, as well as their pace of updates. And also a complete change in the working relationship Bayer now has with Amazon because of their ability to understand, leverage and use the data CommerceIQ provides to make faster decisions. Watch this short video snapshot to hear this all in Bayer's own words.
In this webinar snapshot, CommerceIQ CEO Guru Hariharan presents a few of the 30+ CommerceIQ strategies customers can select from. These include Basket Building on Growth SKUs, Predicted Out Of Stocks and 1st Page SKU Drop-offs. Watch the video below for an overview of popular CommerceIQ strategies.
Listen to this short webinar snapshot to hear how Bayer has been able to reduce out-of-stocks by 32%. This has been critical to their ability to win buy boxes and be in preferred placements in search. They have also been able to prioritize and automate recommendations so the team can focus on the most important ASINs which has increased their conversion rates by 22%. This is on top of an 50% decrease in the time it takes to diagnose and resolve issues.
CommerceIQ enabled Bayer to immediately identify 3Ps variants and provide data that enabled Bayer to work with Amazon to remove them. And, because this is done in an automated fashion, it alleviated the operational team from having to commit the data-to-day resources to get it done. Watch this short webinar snapshot to hear Bayer describe how CommerceIQ helps them address 3P sellers.
In the first three months after deployment, CommerceIQ was a key enabler for changing how Bayer ran their e-commerce business. As Bayer shifted to break down silos, CommerceIQ made it possible for them to see the true end-to-end state of their business and actually create a unified, fairly independent e-commerce business unit. To hear more about Bayer's business transition enabled by CommerceIQ watch the video below.
In this webinar snapshot, learn why Bayer chose CommerceIQ. A key driver was that they were buried in data. The team had 84,000 decisions to make on a daily basis, which was overwhelming. They wanted to get the team out from under that load. Further, their existing toolset provided information at various points, but didn't provide specific recommendations on actions they could take to improve their decisions and business outcomes. To learn more, watch the short video below.
A illustration of challenges Bayer has faced includes launching an advertising campaign on Amazon and then, usually via an ad hoc check of some sort, they would realize the product twas out of stock. This would takes up to weeks to resolve. And, meanwhile, they would have budget allocated for products they did not have in stock, and thus not able to promote.
One of the primary challenges Bayer runs into in its drive to be successful on Amazon is organizational. They often try to run an e-commerce business just like they would a brick-and-mortar business. E-commerce requires different tools and different mindsets. When Bayer ramped up its e-commerce business it employed a number of tools that were disaggregated from each other, and didn't talk to each other. Bayer wanted to address the limitations that were blocking Bayer's success on Amazon including developing an understanding of the algorithms underlying Amazon's flywheel, and adapting to the tremendous speed that Amazon operates at.