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Business insights: How European merchants performed during the week-long Black Friday sales

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Business insights: How European merchants performed during the week-long Black Friday sales

Payment data from Ingenico reveals that Black Friday has become a week-long shopping festival, with online businesses across a wide range of industries seeing their best sales to-date in various European markets

Ingenico Group (Euronext: FR0000125346 – ING), the global leader in seamless payment, saw a significant increase in online transactions throughout Europe as a result of this year’s Black Friday shopping period – sales came from a range of industries, not just the retail sector.

2019 Online Transaction Data

Analysing data from its online transactions, Ingenico confirmed that the volume of Black Friday sales increased by 11% when compared with last year, totally 86% more transactions than an average Friday. The average transaction value (ATV) was also higher at 135€. Since ATV had previously been on the decrease since 2016, the new rise is an indicator of the growing popularity of the event across the region – a positive sign for European eCommerce businesses wanting to take part in the future.

The run up to Black Friday also saw increased transactions compared to last year. From Monday to Thursday, online transactions in Europe were up by 15% from sales in 2018. Now cemented as a week-long shopping festival, Ingenico advises online businesses to leverage the sales to boost profits before the end of the calendar year.

Benoit Boudier, Managing Director, SMB Online Europe from Ingenico, commented: “This Black Friday turned into a week-long event where we processed more transactions for our merchants than ever before. With so many purchases being made across the world, and so much at stake, it is crucial that our payment platform has 100% availability – meaning it is completely stable. The last thing merchants want is to lose their ability to process payments, even the loss of just one minute would mean thousands of transactions lost.

 “Thanks to the strong Ingenico platform, which has been built to handle twice the amount of the highest recorded peak volume, and the hard work of our Operational and Service Delivery teams that monitor platform performance non-stop, we saw the most successful Black Friday across Europe to-date.”

Following the Black Friday rush, Ingenico also saw increased year-on-year sales during Cyber Monday, processing 15% more transactions than in 2018. At midday it was handling 28% more transactions than the same time last year, seeing highs of around 55% more transactions than an average Monday.

Merchant Findings

With impressive growth seen across the region, Ingenico took a closer look at individual business performance to pinpoint the top trends and processes in play over the past week. Speaking with Matias Undurraga, Senior Technology Manager of Just Eat SwitzerlandEat.ch, highlighted the diverse range of industries that get involved in the event.

Matias commented: “We participated in Black Friday and Cyber Monday since we know that people get very hungry during their online shopping hours. We wanted to help out by providing our customers with an easy checkout and a 20% discount. We saw over 35% of our customers applied a discount, and overall Black Friday was one of our top 10 sales days ever.”

 Discussing trends of the sales week, Matias said: “We had a trend of early morning customers buying and pre-ordering food for later in the day – and had our best ever day of food collection. Cyber Monday in comparison was slower, we kept our 20% discount but saw fewer redemptions compared to the Friday.”

Since Black Friday has become a worldwide event, wallpaper company, Graham & Brown, assessed its sales on a global level. Matthew Rabbitt, Web Operations Manager, commented: “In the UK we actually had a slightly slower build up to Black Friday, but the day itself was on par with our year-on-year achievements. We saw a really strong performance for all other markets – particularly North America – seeing significant growth in both Australia and Germany in comparison to last year, with a 30% increase in each market.”

 However, Woodhouse Clothing (a menswear boutique), anticipated more transactions from the region. Imran Khan, Head of E-Commerce, stated: “November has been a successful trading month for us – we delivered growth during Black Friday week (like for like trading) despite aggressive offers across the industry. There was a spike in sales from non-UK markets during Black Friday – sales were almost doubled week on week – but the demand from European markets wasn’t as high as we expected.”

 Results from both Woodhouse Clothing and Graham & Brown highlight how these peak sales periods are not just about discounts for European shoppers, but rather the quality of the product and the customer experience.

 Imran noted that: “Customers were holding back on purchases until Black Friday weekend, even though most retailers had week-long Black Friday promotions. We had a clear message that we won’t lower our prices on Black Friday which resonated well with our customers, and we benefited with uplift in sales leading up to Black Friday itself. It is very important that retailers communicate simple and clear messages during this busy trading period.”

 Matthew added: “We continue to see strong sales across our entire wallpaper range, with spikes in some more seasonal products around this time of year, such as our stag wall art and tartan wallpaper which is performing better than usual.”

 Similar results were seen from Spain-based fancy dress business, Funidelia, which has a strong cross-border proposition. Chief Marketing Officer, Javier Ferraz Rives, said: “Black Friday went very well for us, we’ve had several days of very positive sales results – our best sellers were still La Casa de Papel and Ladybug costumes. We also had an increase in sales from Nordic countries (Denmark, Sweden, Norway and Finland).”

For Netherlands-based Lampenlicht (an international lighting company), it was the successful preparation of processes that was celebrated once the peak sales week came to an end. Lucas Verhagen, Chief Financial Officer, commented: “This year we did a Black Friday week for the first time to divide orders over the days. We made the right preparations with all departments, ready for the “Big Bang” that would come; so warehouse, customer service, IT and our IT partners were ready on full strength and standby. There were no hiccups on Black Friday – everything went well and sales increased in every market that we operate in.”

 Merchant insights reveal how crucial it is to put in the research ahead of peak sales days. For businesses trading across borders, they need to know who their customer is, what they’re looking for and how they want to pay. With the help of a payments partner like Ingenico, a business can match those demands and use peak sales days as a strategy for genuine international growth.

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Investing into a more sustainable future: changing businesses from the inside out

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Investing into a more sustainable future: changing businesses from the inside out 1

By Shawn Welch, Vice President and General Manager of Hi-Cone Worldwide

As industries across the world are facing unprecedented uncertainty and anticipating the economic implications of the current health crisis, business leaders have the unique opportunity to seize the chance to make lasting, positive changes and re-interpret the business challenges in a positive way – without forgetting or minimising the toll the pandemic has taken. When trying to identify a way forward, the future must be sustainable. We must take this opportunity to find a more sustainable way for businesses and manufacturers to survive.

Environmental and economic concern have only increased the gap on what consumers want – more sustainability – and how much progress businesses can make without risking their viability. However, rather than giving up on ambitious goals, maybe we need to reframe the way we look at sustainability. So far, businesses have tended to react to consumer demands, often without looking into the long-term implications and research-based due diligence one would expect. Therefore, now is the right time to be more deliberate: to continue on the path towards a truly sustainable ‘new normal’, businesses need to consider the bottom line impact more than ever before and truly invest in changing their business models to become more sustainable.

Shawn Welch

Shawn Welch

To meet the UN’s ambitious 2030 Sustainable Development Goals, businesses ultimately must thrive – working towards establishing a circular economy remains crucial. Instead of a linear ‘extract, use, dispose’ approach, materials need to be respected and re-used as many times as possible, which is only possible if products are designed for re-use, re-manufacturing, repair or restarting. After all, any and all consumption comes at a price. In manufacturing, processes draw on resources to produce items that, once they have served their purpose, become surplus to requirements. Yet, to ignore this is to take an incomplete view of sustainability: instead, materials are extracted from waste to re-enter production processes. Reuse and recycling initiatives are central to this and great strides have been made in raising awareness of this need. The full environmental cost of production and consumption includes the choice of materials themselves but also the level of carbon emissions generated, and energy consumed.

Once products and processes have redesigned for a circular approach, this initial investment will often easily be recouped, especially if we start with looking at the facts when starting this crucial process. To make the Circular Economy a focus for any business very often means changing the business model. Here, investing in research and development is vital. In the packaging industry, for example, we are seeing that customers and consumers are increasingly more focused on sustainability, and that surprising changes can unlock societal and business value. Through minimising a product’s carbon footprint or making recycling easier for consumers, lifecycle-assessment-based product redesigns or using recycled plastics instead of larger quantities of cardboard, companies are identifying these more creative options and enjoying the long-lasting benefits that come with implementing them. In any case, leadership is key. A research-driven approach gets everyone on-board and seeing management committing to these goals as part of business plans helps cement these. At a recent Reuters Responsible Business Summit virtual panel, I was part of an interesting conversation. Here, Yolanda Malone, Vice President Global R&D Snacks PKG, PepsiCo, discussed how leaders have to drive the behaviours within the organisation and the tone for the culture. She explained that her sustainable plastics vision is a world where plastics never become waste. Only through putting the mantra of “reduce, recycle, rethink and reinvent” can we bring circular products to consumer. She stressed that, if we don’t reinvent, we will fall back into old habits.

Of course, consumer behaviours play a part and the easier the solution, the more likely consumers will get behind it. End consumers are becoming increasingly conscious of packaging. So, to be truly circular, we need to take into account the entire lifecycle. Mindset change needs to continue to happen. Consumers need to be clear about what their choices are. To achieve this, we must change our businesses from the inside out, allowing for close collaboration inside and outside of our organisations. Other organisations – such as governments and recycling organisations – will need to be involved in businesses’ efforts, multiplying the impact our investments will have. We must address all aspects of sustainability and, for example, have better recycling, a focus on infrastructure and emphasis on consumer education. To recover, reuse and recycle, the R&D must be in place and dedicated to sustainability. Partnerships are important as we, as other leading global companies realise, cannot do this alone. Collaboration is key when investing in a more sustainable, more Circular, future.

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Securing Information Throughout the Supply Chain – Preventing Supplier Vulnerabilities 

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Securing Information Throughout the Supply Chain – Preventing Supplier Vulnerabilities  2

By Adam Strange, Data Classification Specialist, HelpSystems 

The financial services sector is experiencing extreme disruption coupled with rapid innovation as established institutions strive to become more agile and meet evolving customer demand. At the same time, new market entrants compete fiercely for customers. Increasing operational flexibility, through the deployment of cloud infrastructure or via digital transformation initiatives, is critical for future competitiveness but it has also driven regulatory and security challenges, particularly around working with suppliers.

That said, the benefits of a diverse, interconnected supply chain are compelling: agility, speed, and cost reduction all weigh on the positive side of the equation, prompting financial institutions to pursue close, collaborative relationships with suppliers, often numbering in the hundreds or thousands.

Weakness in the supply chain

On the negative side is the increased cyber threat when enterprises expose their networks to their supply chain. In our modern interconnected digital ecosystems, most financial organisations have many supply chain dependencies and it only takes one of these to have cybersecurity vulnerabilities to bring a business to its knees.

As a result, breaches originating in third parties are common and costly – a Ponemon Institute/IBM study found that breaches being caused by a third party was the top factor that amplified the cost of a breach, adding an average of $370,000 to the breach cost.

Concern around the supply chain was also evidenced in a recent report we have just issued, whereby we interviewed 250 CISOs and CIOs from financial institutions about the cybersecurity challenges they face and nearly half (46%) said that cybersecurity weaknesses in the supply chain had the biggest potential to cause the most damage in the next 12 months.

But sharing information with suppliers is essential for the supply chain to function. Most financial services organisations go to great lengths to secure intellectual property, personally identifiable information (PII) and other sensitive data internally, yet when this information is shared across the supply chain, does it get the same robust attention?

Further amplified by COVID-19

Financial service organisations have always been a key target for cyber attacks.  Our research showed that since COVID-19 hit, the risk has elevated further, with 45% of the respondents seeing increased cybersecurity attacks during this period. Likewise, hackers are rejecting frontal assaults on well-defended walls in favour of infiltrating networks via vulnerabilities in suppliers.

But financial services organisations must maintain reputations and ensure customer trust. Firms are keen to demonstrate that they are protecting customer assets, providing an ultra-reliable service and working with trustworthy partners. So, what can they do to better protect their supplier ecosystem?

At the very least, they need to ensure basic controls are implemented around their suppliers’ IT infrastructure.  For example, they must ensure suppliers maintain a secure infrastructure with a minimum of Cyber Essentials or the equivalent US CIS certification controls. Cyber Essentials defines a set of controls which, when implemented, provide organisations with basic protection from the most prevalent forms of threats, focusing on threats which require low levels of attacker skill, and which are widely available online.

Likewise, they need to ensure good information management controls are in place and this begins with accurate information/data classification. After all, how can you apply appropriate controls to your information unless you know what it is and where it is?

How ISO27001 helps organisations put in place a data classification process

The international standard on information security, ISO27001, describes the basic ingredients for data classification to ensure the data receives the appropriate level of protection in accordance with its importance to the organisation. It comprises three basic elements:

  • Classification of data – in terms of legal requirements, value, criticality and sensitivity to unauthorised disclosure or modification.
  • Labelling of data – an appropriate set of procedures for information labelling should be developed and implemented in accordance with the organisation’s information classification scheme.
  • Handling of assets – procedures for the handling of assets developed and implemented in accordance with the organisation’s information classification scheme.

Adoption of this methodology will help financial services organisations and their supply chain take a more data-centric information security approach. However, there are essentially four key stages for implementing a data risk assurance supply chain approach and these are:

 1. Approval – in organisations with complex supply chains senior management, vendor management, procurement and information security will all need to support a robust risk-based information management approach. Details of previous incidents and their impact alongside the business benefits will be essential to gain stakeholder buy in.

 2. Preparation – Organisations should start with Tier 1 suppliers and initially identify the contracts with the highest business impact/risk. They should identify and record information repositories and the data that they contain together with the responsible business owners. Define a business taxonomy based on information categories of that data and include supply chain factors such as what information categories are shared.

For example, they need to understand the business impact of compromise against each of the information categories. Have any suppliers suffered security incidents? What assurance mechanisms are in place? Once all this information is collated the organisation can create a data classification policy and define a set of controls for each data category.

 3. Discovery – Select each data category and identify the associated contracts. Then prioritise the data category based on the risk assessment and verify that the data security controls and arrangements for each data category and contract meet the overall requirements. Once complete, hand over the contract for inclusion in the vendor management cycle.

4. Embed process – the overall objective is to embed information risk management into the procurement lifecycle from start to finish. Therefore, whenever a new contract is created there are a number of actions required which embed data risk at each stage of the bid, tender, procurement, evaluation, implementation and termination phases of the contract.

To summarise, organisations should start by researching the information risk and security frameworks such as ISO27001 and others. They should then focus on defining their business taxonomy and data categories together with the business impact of compromise to help develop a data classification scheme. Finally, they should implement the data classification scheme and embed data risk management into the procurement lifecycle processes from start to finish. By effectively embedding data risk management and categorisation into their procurement and vendor management processes, they are preventing their suppliers’ vulnerabilities becoming their own and are more effectively securing data in the supply chain.

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Deloitte: Middle East organizations need to rethink their workforce in the wake of COVID-19

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Deloitte: Middle East organizations need to rethink their workforce in the wake of COVID-19 3

Organizations in the Middle East have had to take immediate actions in reaction to the COVID-19 pandemic, such as shifting to remote and virtual work, implementing new ways of working and redirecting the workforce on critical activities. According to Deloitte’s 10th annual 2020 Middle East Human Capital Trends report, “The social enterprise at work: Paradox as a path forward,” organizations now need to think about how to sustain these actions by embedding them into their organizational culture.

“COVID-19 has created a clarifying moment for work and the workforce. Organizations that expand their focus on worker well-being, from programs adjacent to work to designing well-being into the work itself, will help their workers not only feel their best but perform at their best. Doing so will strengthen the tie between well-being and organizational outcomes, drive meaningful work, and foster a greater sense of belonging overall,” said Ghassan Turqieh, Consulting Partner, Human Capital, Deloitte Middle East.

According to the Deloitte report, many organizations in the Middle East made quick arrangements to engage with employees in the wake of the pandemic through frequent communications, multiple webinars where senior leaders addressed employee concerns, virtual employee events, manager check-ins, periodic calls and other targeted interactions with the workforce.

The report also discussed how UAE and KSA governments have reexamined work policies and practices, amended regulations and introduced COVID-19 initiatives to support companies and the workforce in the public and private sectors. Flexible and remote working, team-building and engagement activities, well-ness programs, recognition awards and modern workspaces are among the many things that are now adding to the employee experience.

Key findings from the Deloitte global report include:

  • Only 17% of respondents are making significant investments in reskilling to support their AI strategy with only 12% using AI primarily to replace workers;
  • 27% of respondents have clear policies and practices to manage the ethical challenges resulting from the future of work despite 85% of respondents saying the future of work raises ethical challenges;
  • Three-quarters of leaders are expecting to source new skills and capabilities through reskilling, but only 45% are rewarding workers for the development of new skills; and
  • Only 45% of respondents are prepared or very prepared to take advantage of the alternative workforce to access key capabilities despite gig workers being likely to comprise 43% of the U.S. workforce this year according to the Bureau of Labor Statistics.

“Worker well-being is a top priority today, and similarly to the rest of the world, companies in the Middle East are focusing their efforts to redesign work around well-being by understanding workforce well-being needs,” said Rania Abu Shukur, Director, Human Capital, Consulting, Deloitte Middle East.

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