An article in Fortune (September 1, 2018) titled “Licensed to Thrill”, describes the company Fanatics that has exclusive rights to sell professional basketball and football clothing. The company describes V-commerce as a combination of manufacturing, logistics and technology capacity. Fanatics orchestrates delivery product for sale online within hours of an athletes choice of team, manages retail stores and the unique intellectual property of player content. Will the future of retail require such execution to remain relevant? Will Amazon and Walmart be expected to compete for such content? How can manufacturing speed be used by retailers to compete?
Tags
- agriculture
- Amazon
- Apparel
- Apple
- automobiles
- Bangladesh
- Capability
- Capacity
- China
- Collaboration
- competition
- consumer
- Consumers
- Coordination
- Cost
- Costs
- delivery
- demand
- Demand Surge
- Design
- disruption
- Dual Sourcing
- Ecommerce
- Efficiency
- emb2019
- emb2020
- Environment
- exports
- Fast Fashion
- Food
- Global
- global supply chain
- Growth
- healthcare
- hospitals
- imm2018
- imm2019
- Imports
- India
- Infrastructure
- Inventory
- Italy
- Japan
- Legal
- logistics
- Low Margins
- Loyal Customers
- manufacturing
- Margins
- mgmt5612018
- mgmt5612019
- mgmt5612020
- Outsourcing
- pharmaceutical
- prices
- Quality
- rail
- Rare Earths
- regulation
- Retail
- Retailers
- Risk
- river transport
- Service
- ships
- software
- Suppliers
- Supply Chain
- Survival
- Sustainable
- technology
- transport
- Trends
- US
- Water
-
Recent Posts
Archives
- August 2020
- December 2019
- November 2019
- February 2019
- January 2019
- November 2018
- October 2018
- September 2018
- August 2018
- April 2018
- March 2018
- December 2017
- November 2017
- September 2017
- August 2017
- June 2017
- May 2017
- March 2017
- February 2017
- January 2017
- December 2016
- November 2016
- October 2016
- September 2016
- June 2016
- April 2016
- March 2016
- February 2016
- September 2015
- August 2015
- April 2015
- March 2015
- February 2015
- November 2014
- October 2014
- September 2014
- August 2014
- July 2014
- June 2014
- May 2014
- April 2014
- March 2014
- February 2014
- January 2014
- December 2013
- November 2013
- October 2013
- September 2013
- August 2013
- July 2013
- June 2013
- May 2013
- April 2013
- March 2013
- February 2013
- January 2013
- November 2012
- October 2012
- September 2012
- June 2012
- May 2012
- April 2012
- March 2012
- February 2012
- January 2012
- December 2011
- November 2011
- October 2011
- September 2011
- August 2011
- July 2011
- June 2011
- May 2011
- April 2011
- March 2011
- February 2011
- January 2011
- December 2010
- October 2010
Categories
- Africa
- Air
- airport
- California
- Capacity
- car
- cash
- chicken
- China
- cobalt
- Collaboration
- competitiveness
- congestion
- consumer
- Coordination
- Cost
- delivery
- disruption
- Ecommerce
- emb2019
- emb2020
- emb2021
- fairness
- flash memory
- Global Contexts
- Grain
- hospital
- imm2018
- imm2019
- Innovation
- intellectual property
- IoT
- labeling
- Liability
- logistics
- loyalty
- Made in USA
- manufacturer
- mgmt5612018
- mgmt5612019
- mining
- Operations Management
- ordering
- Prices
- product
- productivity
- queue
- Railroad
- recycling
- retailers
- Service Operations
- ship
- shoes
- Starbucks
- supplier
- Supply Chain Issues
- Sustainability
- technology
- Tesla
- toy
- Train
- transport
- truck
- Uncategorized
- Variety
- vehicles
- waste
Meta
This is a great example of specialization to differentiate. Amazon and Wal-Mart sell more standardized athletic products.
Once we see product maturity where mass production is cheap and margins are low, customization and boutique products grow. Beer is a good example of this, and Fanatics has a process to capture a lot of this post-mature market share.