Next-Generation Business Models A Guide To Digital Marketplaces
Next-GenerationBusiness ModelsA Guide to DigitalMarketplacesJUNE 2021World Economic Forum A Guide to Marketplaces
This document is interactiveExecutive SummaryDigital transformation, already a defining feature of our world, is beingaccelerated by the COVID-19 pandemic, changing customer demands,expectations of digital inclusion and exponentially evolving technology. Mostlarge companies have made incremental strides in digitizing their core offerings,such as creating a digital sales channel or using digital tools to improve internaloperations. However, to compete in markets increasingly dominated by digitalnative players, organizations need to step up their game as the digital nativefirms are not about to slow down the pace of their own innovation.Four digital business model archetypes, which vary in value impact, complexityand time commitment, illuminate a way forward. The four models are: Intelligent digital solutionsYet only a handful of marketplace models initiated by large companies havebeen able to generate top-line growth so far.Companies such as Carrefour (Brazil), Ping An (China) and DBS (Singapore)have generated measurable value. Others, such as Jio Mart (India) andCheMondis (Germany), have made significant investments and theirfull potential is yet to be realized. Starting and successfully operating amarketplace demands significant effort. However, first movers can generatesignificant economic, ecosystem and societal value given the growing trend ofonline transactions in a naturally oligopolistic model (that is, when there are fewsellers). MarketplacesThe Accelerating Digital Transformation Marketplaces Guidebook aggregatesthe views of business leaders – chief digital officers, chief operating officersand chief development officers – on the forefront of digital transformationacross four key dimensions: Digital ecosystem orchestration Value levers of a marketplace model Digital capability enablersThis guidebook provides directional guidance on the value and complexity ofdigital business models and a deep dive on marketplaces. Some companieshave taken a leap forward in expanding their business model to own andoperate marketplaces. This allows multiple buyers – including competitors – toconnect to several sellers.These companies are leveraging their unique knowledge and capabilities tosolve industry- or market-specific problems while generating broader value forthe ecosystemandto society.World EconomicForum A GuideMarketplaces A framework to evaluate the adoption of a marketplace model Criteria to successfully operate a marketplace Future trends that may impact marketplacesThe objective of this guidebook is to provide a framework to help executivesassess marketplace fit and better understand characteristics for success.2
Click on sections to interactInsightsPivoting to digital business modelsMarketplace value leversThere is an urgent need to shift from digitizing offerings and pivot todigital business models to compete with digital natives and capture newvalue pools. Marketplaces can drive significant potential value; howeverthey also involve higher complexity and time to value.A marketplace model can generate value across the company (economicvalue, future value, core business impact), society (inclusiveness, sharingeconomy, corporate governance) and ecosystem (efficiency gains,empowerment, economic growth).Marketplace trendsSuccess criteriaPractitioners need to be aware of marketplace trends in order to adapt andmaximize value captured. These include:Marketplaces have nine unique success criteria which organizationsneed to consider to operate: External: multi-sided economic value, hyper relevance, stakeholderengagement and success, and inclusion and sustainability Internal: commerce enablers, commerce ecosystem, talent andculture, technology and AI alignment, and operating model Increased regulation and intermediate liability where organizationsshould engage early with regulators and partners to anticipate changes;they should collaboratively mitigate and manage impact to the entireecosystem while maintaining consumers’ interestGreater need for collaboration with partners to build trust; for example, viaenabling technology solutions that boost trust and credibility among buyersWorld Economic Forum A Guide to Marketplaces3
A Guide to MarketplacesHow to use this interactive PDFWorld Economic Forum A Guide to Marketplaces4
CONTENTSThe guidebook roadmapClick on the milestones 1-3, andcontents chapters to interactDepending on where you are on your marketplaces journey, use themilestones on the roadmap to view the chapters most relevant to you.3Evolving amarketplaceContentsEvolution of digital business models2Key elements of a marketplaceStarting up amarketplaceAdoption assessmentSuccess criteriaTrends1Considering amarketplacemodelCase studiesContributorsWorld Economic Forum A Guide to Marketplaces 2021 World Economic Forum. All rights reserved. No part of this publication may bereproduced or transmitted in any form or by any means, including photocopying andrecording, or by any information storage and retrieval system.5
Back to contentsEvolution of digital business modelsWorld Economic Forum A Guide to Marketplaces6
Back to contentsE V O L U T I O N O F D I G I TA L B U S I N E S S M O D E L SThere is an urgent need to pivot to digital modelsClick or hover on thebuttons to interactThe COVID-19 pandemic, along with changing customer demands, digital inclusion expectations andevolving technology, has accelerated the need for companies to adopt digital business models.Digital transformation is accelerating acrossall businesses.COVID-19 has driven the need to rapidlyprovide improved digital experiencesCustomers are increasingly demandinginnovative solutions, not just productsMarginalized groups have suffered furtherexclusion during COVID-19Technology is adapting to drive greatertrust and transparencyWorld Economic Forum A Guide to MarketplacesMost digital transformations have onlybeen incremental, and primarily applied todigitizing core offerings, technologies andprocesses.There are four digital business modelarchetypes that organizations can use todifferentiate and provide innovative productsand services.ExamplesRobotic automation to streamlinerepetitive and predictable tasksDigital business model archetypesA. Intelligent digital solutionsB. Digital capability enablersAnalytics to generate insights fromaggregated data setsCloud migration for back-officetechnologies and processesC. MarketplacesD. Digital ecosystem orchestrationArchetypes value vs complexityThis guidebook provides a framework to evaluate theadoption of a marketplace model, assessment criteriato operate a marketplace and future trends that mayimpact marketplaces.7
Back to contentsE V O L U T I O N O F D I G I TA L B U S I N E S S M O D E L SMarketplaces can drive value across several dimensionsClick or hover over buttonsand diagram to interactMarketplaces provide the opportunity to drive value to the firm, society and broader ecosystem. However,only a few organizations have successfully managed to generate substantial value.OMICINCLU SIONTUFUEFVALUE TOSOCIETYVALUE TOECOSYSTEMFIG CIEAI NNS CYEMPOWERMENTWorld Economic Forum A Guide to MarketplacesCORPORATEGOVER NANCECOREIMPACTVALUETO FIRMGIN YAR MSH ONOECRENEC ODigital natives currently dominateplatform modelsICOM THNO WEC R OGWho dominates the platform models?Hover over diagram sections to interactA handful of organizations have startedtheir own marketplace platforms tocompete with digital natives and arebeginning to see successCheMondis &LANXESSMaisons duMondeDBS8
Back to contentsKey elements of a marketplaceWorld Economic Forum A Guide to Marketplaces9
Back to contentsKEY ELEMENTS OF A MARKETPL ACEDigital marketplace definition and rolesMarketplaces facilitate valuable and convenient interactions between any combination of businesses and individualsDigital marketplace rolesMost organizations aredirectly or indirectly a part of amarketplace.The consideration to operatea marketplace requires anevaluation of multiple businessand societal factors which areaddressed in other chapters ofthis guidebook.EnablersSellersValue exchangeDigitalmarketplaceoperatorEnablersValue exchangeBuyersEnablersSellersDigital marketplaceoperator Suppliers/participantsProvide products and servicesto marketplace customers and/or expose part of the business(data, assets, etc.) for otherecosystem players to leverage Own and operate amarketplace platformMarketplaceWorld Economic Forum A Guide to Marketplaces Organize activities/interactions acting asa liaison with the widerecosystemBuyersEnablers People/businessesObtain direct utility fromthe products/servicesprovided by suppliers Provide specificcapabilities (e.g.fulfilment, buyer/sellerfinancing) to supportthe interactions in amarketplace10
Back to contentsKEY ELEMENTS OF A MARKETPL ACE“Design box” – marketplace on a pageClick on buttons to interactThere are four key elements in the design of a marketplaceAssets exchangedMarketplace routes to marketExamples of assets being bought and soldInteractions marketplaces create or facilitate Goods B2B Services B2C Data B2B2C C2CSee detailMarketplacekey elementsSee detailOperating modelsEconomic structureChoices to position a marketplaceRevenue models applicable to marketplaces Marketplace becomes the core/entire business Direct sales Part of core business Advertising New venture Transactions SubscriptionSee detailWorld Economic Forum A Guide to MarketplacesSee detail11
Back to marketplace on a pageKEY ELEMENTS OF A MARKETPL ACEMarketplaces allow for exchange of value through multiple offeringsand tend to follow one or a combination of growth strategiesMarketplace typeVertical growthClick on growthbuttons to Commoditiesand nt andskillsCommercialdataCorporatedataExpertise andknowledgeDataBack to contentsHorizontal growthOrganizations with industry expertise often grow their marketplaces vertically, while digital nativesfind it easier to pursue horizontal growth.World Economic Forum A Guide to MarketplacesExample:DBSHaving a strong digtial bankproposition, DBS also launchedmultiple marketplaces in otherindustries with end–to–end offerings12
Back to marketplace on a pageKEY ELEMENTS OF A MARKETPL ACEBack to contentsMarketplace routes to marketMarketplaces allow for inclusion of several players across the value chain by digitizing interactions between buyers and sellers,thereby reducing friction and removing mples:Delivery platform matching takeawayeaters with takeaway restaurantsPlatform matching spare parts in stockwith factories for maintenance of energyproduction systemsPlatform matching bars duringCOVID-19 with other businesses andindividuals to sell beveragesHospitality exchange service, matchingtravellers and spare roomsSuper app (marketplace of multipleservices and offerings), connecting smallbusinesses (e.g. salons, hospitality staff,couriers) with customersWholesale marketplace matching SMEsand independent brandsPlatform connecting restaurants’soon-to-expire meals with customersto reduce food wasteDigital road freight forwarder, linkinglarge commercial shippers with smallfreight carriersWorld Economic Forum A Guide to MarketplacesWholesaler launched onlinemarketplace to match their partnerbrands with HoReCa (hotel, restaurantand catering) customersPeer-to-peer shopping app, matchingcustomers with sellers of second handclothesPerks platform selling retailer offers toemployers, subsequently offering theseto employeesNGO aiming to boost reuse and cut wasteto landfill connecting individuals withunwanted items13
Back to marketplace on a pageKEY ELEMENTS OF A MARKETPL ACEMarketplace operating modelsBack to contentsClick on logos to interactOrganizations can position their digital marketplaces in three different waysOriginal corebusinessMARKETPLACEAS A COREPARTOriginal corebusinessMARKETPLACEAS A NEWBUSINESSOriginal corebusinessMARKETPLACEAS A NEW COREDigital marketplace becomes akey part of the core business,complementing the initial industrypropositionDigital marketplace sits outside ofthe core business, operating as aventure in a new industryDigital marketplace is born as orbecomes the core businessPoints to considerPoints to considerPoints to consider Ability to offer an omni-channel experience to Enables a refreshed strategy and access to new More scope for experimentation and better assetcustomers Potential channel cannibalization, with customersmoving from physical to digital Decisions on funding allocation, talentmanagement and incentives across businessescould impair growth and intended valuepropositionExample:RealWorld Economic Forum A Guide to Marketplacestalent and expertise that can be leveraged intocore business or other ventures Sharing data across businesses might be autilization due to single channel focus Model needs to go through a scaling processbefore reaching profitabilitychallenge due to regulatory barriers An independent entity may give the business moreagility to learn and react to changes in the marketExample:DBSExample:AmazonSource: 1Shippypro14
Back to marketplace on a pageKEY ELEMENTS OF A MARKETPL ACEMarketplace economic structureBack to contentsClick on logos to interactSuccessful orchestrators experiment with several potential economic levers in a marketplaceAdditional sales channel DigitalmarketplaceoperatorValue receivedOpportunity to sell own products Charge buyers Transaction feePremium subscriptionsBuyers Transparency, safe and trusted transactionsOne-stop-shop with a wider range of products/servicesto fill their needsOptimal pricesCharge sellers Sales commissionFees for value-added tools and services (e.g. dynamicpricing, stock forecasting, etc.)Fulfilment servicesUtilize data to monetize Advertising (e.g. content marketing, social mediamarketing, display advertising, etc.)Value receivedSellersExamples:AirbnbWorld Economic Forum A Guide to MarketplacesGoogle Access to more customersSales data to improve offerings for future monetizationAmazonSources: 1Airbnb; 2Google15
Back to contentsAdoption assessmentWorld Economic Forum A Guide to Marketplaces16
Back to contentsADOPTION ASSESSMENTTo evaluate adoption of a marketplace model, organizations need toevaluate its desirability in target industry and market, viability to drive valueand feasibility to successfully operateClick on buttons to interactDesirability: Will a marketplace provide double-sided economicvalue in the economy and industry I focus on? DesirabilityPopulation socio-economic factorsSocietal factorsDigital adoptionInfrastructure/logisticsSupplier/buyer concentration Supply chain fragmentationData maturityExisting marketplace maturityRegulationSee detailViability: Is there clear value for my company or for the broadersociety/industry? What are the implications to my core business? FeasibilityViability Marketplace monetization/profitabilityAccess to adjacent benefits (crossselling, data)Environmental, Social andGovernance (ESG) impact Regulation (monopoly/intermediateliability)Brand impactChannel cannibalizationPartner and internal stakeholder conflictSee detailFeasibility: Do I have the capabilities to be the operator of amarketplace? World Economic Forum A Guide to MarketplacesEcosystem partnershipsData access (buyer/seller/supply chain)Technology (cloud-based platform,AI, security) Digital culture/talent workforceCapital availabilityAccess to logistics/supply chainSee detail
Back to contentsADOPTION ASSESSMENTDesirability conditions supporting a marketplace adoptionClick on button to interactQ U ES TI O N S BY CATEG O RYPopulation socio-economic factorsWhat are the key socio-economic factors, such as education, employment,income, and public resources in the market in which you operate?Societal factorsAre there marginalized groups that are being excluded from the broadereconomy? Is there a digital divide?DesirabilityWill a marketplaceprovide double-sidedeconomic value in theeconomy and industry Ifocus on?Digital adoptionWhat is the level of digital penetration in the economy? What is the level ofinternet accessibility and smartphone usage for commerce?Infrastructure/logisticsHow mature is the infrastructure to facilitate the exchange and movement ofgoods in the broader economy?Supplier concentrationWhat is the level of seller concentration in the target market? Is it fragmentedor consolidated?Buyer concentrationWhat is the level of buyer concentration in the target market? Are thereseveral buyers or is buying concentrated among a few players?Supply chain fragmentationWhat is the level of supply chain complexity? Is the industry value chainintegrated with different suppliers, stakeholders and their multiple products?Data maturityWhat is the level and quality of relevant data? Is there prevalentmisinformation around product information, pricing, quality, etc.?Existing marketplace maturityWhat is the maturity level of existing marketplaces? Do they solve the industryor market problem effectively? Do they have critical buyer or seller mass?RegulationIs there potential for disruptive innovation in your industry? Are thereregulatory impediments that would prevent such disruption?Back to frameworkWorld Economic Forum A Guide to Marketplaces18
Back to contentsADOPTION ASSESSMENTViability conditions supporting a marketplace adoptionClick on button to interactQ U ES TI O N S BY CATEG O RYMonetization/profitabilityDoes your marketplace have a clear path to profitability? Is there amonetization strategy?Brand impactWill your marketplace impact the core business brand?Channel cannibalizationAccess to adjacent benefitsDoes your marketplace provide adjacent strategic benefits such asexpanding internal capabilities, cross-selling, increase in industry size, andaccess to more data?ViabilityIs there clear value formy company or for thebroader society and/orindustry? What are theimplications to my corebusiness?Does your marketplace provide adjacent strategic benefits such asexpanding internal capabilities, cross-selling, increase in industry size, andaccess to more data?Partner conflictESG impactIs there an opportunity to create mutually beneficial relationships withwider stakeholder groups (e.g. NGOs, groups from disadvantagedbackgrounds) to embed ESG commitments and inclusiveness in yourbusiness model?RegulationIs there clarity on the role each partner will play in which part of theecosystem to avoid creating direct conflict in the value chain?Partner and internal stakeholder conflictDo you have the internal support and commitment at the highest level inthe organization to drive the change required?Will the firm be subject to additional regulations if the marketplace isnot run independently? Are these material consequences to your corebusiness?Back to frameworkWorld Economic Forum A Guide to Marketplaces19
Back to contentsADOPTION ASSESSMENTFeasibility conditions supporting a marketplace adoptionClick on button to interactQ U ES TI O N S BY CATEG O RYEcosystem partnershipsDo you have existing ecosystem relationships that would accelerate theonboarding of sellers or buyers onto the marketplace?Data accessFeasibilityDo I have thecapabilities to bethe operator of amarketplace?Does your organization have considerable data and insights into the marketthat give you an advantage in setting up a marketplace?TechnologyDo you have access to cloud-based technology infrastructure,applications, analytics, data security and integration capabilities to supportthe development and maintenance of a marketplace?Digital culture/talent workforceDoes your organization have a digital culture mindset that is fosteringinnovation? Is your organization able to provide an environment to fail fast?Can you beat the pace of innovation of competitors? Do you have the righttalent to drive the changes needed to your core business model?Capital availabilityDo you have the required capital to invest in the foundational capabilitiesof a marketplace (supply chain, technology infrastructure, marketingcapabilities, etc.)?Access to logistics/supply chainDoes your organization have the right capabilities related to logistics anddelivery, data-driven stock forecasting and management, last-mile visibility,and overall supply chain management?Back to frameworkWorld Economic Forum A Guide to Marketplaces20
Back to contentsADOPTION ASSESSMENTExample outputs of the assessment to help evaluate the adoptionof a marketplaceYesDesirabilityWill a marketplaceprovide double-sidedeconomic value in theeconomy and industry Ifocus on?World Economic Forum A Guide to MarketplacesYesViabilityNoIs there clear value formy company or for thebroader society and/orindustry? What are theimplications to my corebusiness?Click on the yes or nobuttons to interactYesFeasibilityNoDo I have thecapabilities to bethe operator of amarketplace?No21
Back to contentsSuccess criteriaWorld Economic Forum A Guide to Marketplaces22
Back to contentsSUCCESS CRITERIAOperating a marketplace successfully requires organizations toapply success criteria across nine dimensionsHover over hexagonsto TERNALCRITERIAInclusion andsustainabilityStakeholderengagement andsuccessTalent andcultureTechnology andAI alignmentOperatingmodelWorld Economic Forum A Guide to Marketplaces23
Back to contentsSUCCESS CRITERIALeading marketplaces excel at multiple success criteriaCARREFOURSee detailCHEMONDIS & LANXESSSee detailClick on buttons to interactJIOMARTSee detailLeveraged its brand positioning and capabilities to launchdigital marketplaces tailored to local needsTraditional industry player launched an independentmarketplace to address a fragmented, non-transparent andcomplex value chainIndian grocery delivery joint venture enabling ‘kiranas’ andother small retailers to sell on the platform has quickly scaled to10,000 employees and 100 citiesKEY SUCCESS CRITERIAKEY SUCCESS CRITERIAKEY SUCCESS CRITERIAMulti-sided economic valueCommerce ecosystemStakeholder engagement & successMAYKERS & KRAMPSee detailCommerce ecosystemHyper relevanceTechnology & AI alignmentOperating modelDBSSee detailCommerce ecosystemTechnology & AI alignmentGRABHyper relevanceInclusion & sustainabilitySee detailTraditional industry player capitalized on its know-how to solvea siloed approach of doing businessSet up one-stop integrated travel marketplace providingseamless integration of complementary servicesOn-demand ride-hailing company expanded its platform toprovide services across multiple industriesKEY SUCCESS CRITERIAKEY SUCCESS CRITERIAKEY SUCCESS CRITERIAMulti-sided economic valueStakeholder engagement & successWorld Economic Forum A Guide to MarketplacesCommerce ecosystemCommerce ecosystemCommerce enablersHyper relevanceMulti-sided economic valueCommerce ecosystemTechnology & AI alignmentTalent & culture24
Back to contentsTrendsWorld Economic Forum A Guide to Marketplaces25
TRENDSSeveral growing trends may impact the value levers andsuccess criteria of marketplacesBack to contentsClick on buttons to interactValue-added services and niche modelsSociety at the core of business modelsAdoption of localized and alternative payment methodsUse of technology and partners to build trustIncreased regulation and intermediate liabilityWorld Economic Forum A Guide to MarketplacesSource: 1European Commission26
ConclusionExecutives looking to pivot to digital business models to compete with digital natives and capture new value poolsneed to select the right model based on their company’s current situation and the complexity required to pivot.Pivoting to a marketplace model requires a solid understanding of the target market and industry, clear valuelevers for the company and broader impact on society and the ecosystem. Further, companies are well served toconduct an internal and external capability feasibility assessment.A decision to launch a marketplace is a significant commitment. Operating marketplaces requires a unique set ofcapabilities that organizations must maximize to increase the chances of success. Capabilities include: Having an inclusive mindset to promote participation of marginalized societal groups Staying hyper relevant and actively enhancing the user experience to create customer “stickiness” H aving an independent operating model in order to foster trust among buyers and sellers, increasedparticipation and innovation reating a marketplace is a disruptive opportunity with tremendous future economic value, as well as value forCecosystem participants and society at large. Successful first movers will set the new standard that competitorswill be forced to meet, potentially limiting competitors’ ability to capture value in the future.World Economic Forum A Guide to Marketplaces27
Back to ContentscontentsCase studiesWorld Economic Forum A Guide to Marketplaces28
Back to success criteriaCASE STUDY CONTENTSCase studiesBack to contentsClick on logos to go to case studyBelow is a case study repository for this guidebook. Please click onto the relevant case study logo toview the deep dive.AB In BevCarrefourCheMondis &LANXESSJioMartMaisons duMondeMajid Al FuttaimWorld Economic Forum A Guide to MarketplacesDBSGrabMaykers &KrampShopeeHewlettPackardEnterprise29
CASE STUDY DEEP DIVEBack to success criteriaAS OF JANUARY 2021Back to case study directorySolutionAB In BevCreated partnerships with Coca-Cola EuropeanPartners and Salesforce to develop a marketplaceto support the HoReCa (hotel, restaurant andcatering) industry during COVID-19 World’s largest brewery, with 98% of its European sales in B2B,including off-trade (supermarkets) and on-trade (bars, restaurantsand convenience stores)Set up HORECA2U, a free platform to supportlocal businesses during COVID-19 lockdowns,to deliver a unique proposition to consumers inthe Amsterdam urban area, in the NetherlandsLeveraged sales expertise from both AB In Bevand Coca-Cola European Partners to createexperiential packages containing products fromboth brands (e.g. cocktails with Coca-Colasignature beverages, AB In Bev with premiumbeers, and growlers to reproduce the barexperience at home)ChallengeValue generated and success factors The COVID-19 pandemic-induced lockdowns rapidly impacted theHoReCa (hotel, restaurant and catering) industry across the world Consumer goods companies of all types needed to find alternativechannels to reach their consumersThree-way value proposition provided:consumers received a hospitality experienceat home, the local on-trade industry wassupported during the pandemic and demandwas generated for suppliers’ products (AB InBev, Coca-Cola European Partners) Initial evaluation engaged 12 bars and 400 consumers through the platformWorld Economic Forum A Guide to Marketplaces Partnered with Salesforce to build theplatform, which was offered for free tosuppliers (HoReCa) and consumers Local bars prepared the packages andhandled last mile delivery AB In Bev and Coca-Cola European Partnershelped create social media presence for thisinitiative and for all participants, some ofwhich were at the neighborhood level In addition, there was a strong effort todigitally educate and onboard local bars forthe initiative AB In Bev orchestrated a network of partnersat the global and local level, from buildingthe platform (with Salesforce) to creatingthe experiential packages (with Coca-ColaEuropean Partners)Sources: AB In Bev, Salesforce30
CASE STUDY DEEP DIVEBack to success criteriaAS OF JANUARY 2021Back to case study directorySolution CarrefourLeveraged its brand positioning andcapabilities to launch digital marketplacestailored to local needs Retail multinational company with 12,000 stores globally andsales of 80,000 billion in 2019Launched a marketplace in Brazil in late2017 and one in France in summer 2020 withdifferent strategies to match local demandsBrazil: Leveraged position as biggest retailer in themarket to create multiformat and omnichannelcustomer experience Launched three businesses on the sameplatform – first-party, third-party and groceryChallengeValue generated and success factors Customers want wider choice in more online categories (babycare, pet food, more organic products, personal care, beverage) Overall market pressure demanding a clear corporate socialresponsibility and ESG strategies from all companies acrossindustries and retail is no differentAs of March 2018, Carrefour’s Brazilianmarketplace hosted 85 sellers and 100,000 products. In 2020 the platform offers 7 million catalogued products from more than 8,000sellers and generates about 30% of Carrefour’soverall eCommerce GMV Digital natives increasingly stepping into food retailers’ territory(e.g. Amazon, Alibaba) Large number of local sellers available, but with little knowledge ofhow to work with big traditional food retailersIn France, the Carrefour’s marketplaceplatform will feature up to 100,000 productsfrom 100 different retailers by the end of this2021; these items complement Carrefour’sdaily product rangeWorld Economic Forum A Guide to MarketplacesFrance: Our goal is to become the leadinge-commerce site globally; to meet everchanging consumer expectations, the entireCarrefour ecosystem has been adapted andour Mirakl-powered marketplace is central tothis strategy Local enablement strategy as a differentiator,filling the gap in the market, helping localSMEs digitalize Made seller onboarding team available duringlockdown to educate local sellers in creatinga c
Marketplaces allow for exchange of value through multiple offerings and tend to follow one or a combination of growth strategies Goods Services Data Marketplace type Offerings Click on growth buttons to interact Example: Having a strong digtial bank proposition, DBS also launched multiple marketplaces in other industries with end-to-end .
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