logistics can help e-commerce go the distance · 2019-05-29 · warehousing, inventory, delivery,...

1ECOMMERCE: THE NEXT BIG OPPORTUNITY FOR LOGISTICS Copyright © 2015 The Nielsen Company

L O G I S T I C S C A N H E L P E-C O M M E R C E G O T H E D I S TA N C E W H Y E-C O M M E R C E I S T H E N E X T B I G O P P O R T U N I T Y F O R T H E L O G I S T I C S S E C T O R I N I N D I A

2 ECOMMERCE: THE NEXT BIG OPPORTUNITY FOR LOGISTICS

E C O M M E R C E: T H E N E X T B I G O P P O R T U N I T Y F O R L O G I S T I C S• Therapidlygrowinge-commerceindustryisexpectedtoreachUS$100

billionby2019*,necessitatingarobustsupportininfrastructure

includinglogisticscapabilities.

• Logisticsarequicklyemergingasthebiggestchallengeine-tailing,

whilesimultaneouslybeingthekeydifferentiatorconsideringthestiff

competitionbetweendomesticandinternationalplayers.

• Cash-on-deliveryorderswillcontinuetodominatetheIndianmarket,

suggestingthatlogisticsserviceproviderswouldneedtohandle

approximatelyUSD14billionincashby2018.

• Currently,e-commerceaccountsfor15%to20%ofthetotalrevenues

forsomelargelogisticscompanies.

Interdependence-whentwoindustriescanworkcloselytogethertowards

buildingefficiencyanddrivinggrowth-isnowmoreofastrengththan

aweakness.However,it’salsoarelativelyrecentphenomenoninIndia.

Inthepast,manyIndianbusinesseswouldworktoacquireallcritical

capabilitiesin-housetohaveabsolutecontrol.Inthecaseofe-commerce,

constantlyrisingconsumerdemandsandstiffcompetitionhasforced

industriestodriveefficienciesthrougharenewedfocusonlogistics.

*Assochamreport

CONSTANTLY RISING CONSUMER DEMANDS AND STIFF COMPETITION HAS FORCED THE E-COMMERCE INDUSTRY TO DRIVE EFFICIENCIES THROUGH A RENEWED FOCUS ON LOGISTICS.


THE EVOLUTION OF E-COMMERCE IN INDIA

AUGUST 1995

1996

1997

2006

2007

2010

2015

2000 - 2005

LAUNCH OF INTERNET IN INDIA VIA DIALUP IN 6 CITIES

LAUNCH OF ONLINE JOB PORTALS

ENTRY OF LOW COST CARRIERS AND LAUNCH OF ONLINE TRAVEL AGENTS (OTAs)

• LAUNCH OF FIRST GROUP BUYING WEBSITE AND TREND IN FUNDING FROM VCS

• NEW TREND OF USING SOCIAL NETWORKING SITES AS A MARKETING TOOL-BIRTH OF SOCIAL COMMERCE

LAUNCH OF ONLINE B2B PORTALS AND MATRIMONIAL PORTALS

ENTRY OF A NUMBER OF PLAYERS IN E-TAILING SEGMENT

SOCIAL NETWORKING AND E-COM, AN INTEGRAL PART OF PEOPLE’S LIVES

MUTED ACTIVITY IN THE INDUSTRY DUE TO

DOTCOM BUBBLE IN 2000

Source:E&Y


TYPICALLY, COMPANIES HAVE STARTED USING SOCIAL MEDIA FOR BRANDING ACTIVITIES, CONNECTING WITH CUSTOMERS FOR FEEDBACK, LAUNCHING PRODUCTS AND ADVERTISING. TERMED ‘SOCIAL COMMERCE’, IT HAS GROWN TO BECOME A KEY AVENUE FOR E-COMMERCE PLAYERS TO REACH OUT TO THEIR CUSTOMERS.

Althoughonlinebusinessesstarteddevelopinginthelate1990s,

thesupportingecosystemwasnotyetinplace.Thefirstwaveof

e-commerceinIndiawashamperedbylowInternetpenetrationand

speed,asmallonlineshoppinguserbase,lowconsumeracceptance

ofonlineshoppingandinadequatelogisticsinfrastructure.Thedot-

combubbleintheearly2000sledtothecollapseofmorethan1,000

e-commercebusinessesinIndiaandtemperedactivitybetween2000

and2005.

After2005,e-tailingandsocialnetworkingstartedtogainsteamin

theIndianonlinespace,eventuallybecominganintegralpartofour

dailylives.Inthebeginningofthissecondphaseine-commerce

growth,socialnetworkingmerelyhelpedconsumersstayconnected

withfriends.Now,however,socialnetworkingwebsitesserveafar

widerpurpose.Mostsavvybrandshavebegunusingsocialnetworking

platformstofurthertheirdigitalconnectionswithconsumers.

Typically,companiesusesocialmediaforbrandingactivities,

connectingwithcustomersforfeedback,launchingproductsand

advertising.Termed‘socialcommerce,’ithasgrowntobecomeakey

avenuefore-commerceplayerstoextendtheirsalesandmarketing

efforts.

Thee-tailingindustrytodayiscrowdedwithalargenumberofhome-

grownandinternationalplayersintentonwinningwiththerisingbase

ofonlineshoppers.Andwithmobilepopularitygrowingbyleapsand

bounds,e-tailersarealsobeingforcedtothinkofmovingawayfrom

traditionalwebsite-basedshoppingtoapp-basedbusinessmodelsto

enjoycustomers’continuedpatronage.

THE GROWTH OF E-COMMERCE IN INDIA


THE ROLE OF E-COMMERCE LOGISTICS

Fore-commercetofunctionefficiently,itisnecessarytohave

aconsistentlogisticssystemthatwillprovidesupportthrough

warehousing,inventory,delivery,invoicing,handlingcash-on-delivery

andproduct-returns.Theroleoflogisticsine-commerceistoreduce

theriskthatarisesfromthevirtualrelations.

Additionally,E-commercelogisticsneedstoreducetheriskinthe

relationshipbetweenthesellerandthecustomerbyensuringthatthe

rightproductisdeliveredtotherightcustomer,attherightplaceand

attherighttime.

Moreover,unlikebrickandmortarstoreswheredeliveryisimmediate,

e-commercefirmsarestillgrapplingwiththechallengeofthespeed

withwhichtheorderedproductreachesthecustomer.Logisticsstand

toplayakeyroleinovercomingsuchdisadvantages,enablinge-tailers

tofurthergrowandexpand.

E-COMMERCE GROWTH SET TO ACCELERATE

In2013,Asia-Pacificemergedasthestrongestbusiness-to-consumer

(B2C)e-commerceregionintheworldwithsalesofapproximately

US$567.3billionandagrowthof45%over2012,rankingaheadof

Europe(US$482.3billion)andNorthAmerica(US$452.4billion).

Thee-commercesectorhasseenunprecedentedgrowthin2014.The

sectorhasgrownbya34%compoundannualgrowthrate(CAGR)

fromUS$3.8billionin2009totouchUS$16.4billionin2014.And

accordingtoAssociatedChambersofCommerceandIndustryofIndia

(ASSOCHAM),thesectorisexpectedtohitUS$100billionby2019.

THE GROWTH OF E-COMMERCE IN INDIA

2009 2010 2011 2012 2013 2014 2019

ESTIMATED

100

16.4

3.52.31.510.60.4

12.6

9.57

5.33.8

Figs.In$billionSource:IAMAI,CRISIL,Gartner,PwC,IndustryExpertsandNielsenanalysis

E-COMMERCE (INCLUDING E-TAIL) E-TAIL


E-TAILING MARKET BY CATEGORY

E-tailing,whichconsistsofonlineretailandonlinemarketplaces,has

beenthefastest-growingsegmentine-commerce,havinggrownata

CAGRofapproximately56%from2009to2014.Thefuturecontinues

tolookbrightwiththesizeofthee-tailmarketbeingpeggedatUS

$6billionin2015.Withine-tailing,electronics,consumerdurables,

fashionandbooksaccountforabout80%ofproductdistribution.

36%

25%

14%

10%

7%5%1%2%

ELECTRONICS FASHION CONSUMER DURABLES

HOME FURNISHING & FURNITURE SPORTS & FITNESS, TRAVEL ACCESSORIES

BOOKS FOOD & GROCERY OTHERS

Source:PWCandNielsenAnalysis


Thisgrowthhasbeendrivenbyrapidadoptionofnewtechnologies,

ledbytheincreasinguseofdeviceslikesmartphonesandtablets,

andaccesstotheInternetthroughbroadband,3G,etc.,whichled

toanincreasedonlineconsumerbase.Additionally,favourable

demographicsandagrowingInternetuserbasehascontributed

handsomelytothisgrowth.Significantly,thegrowthshownbylocal

playerssuchasFlipkartandSnapdeal,inadditiontoimmense

investorinterestaroundthesecompanies,areindicativeofthe

market’spotentialtocontinuetogrow.

INDIA VC/PE INVESTMENTS: DEAL VOLUME

INDIA VC/PE INVESTMENTS: DEAL VALUE

160

200

120

80

40

0

5000

4000

3000

2000

1000

0

2011

#DEA

LSU

SD M

N

2011

2012

2012

2013

2013

2014

2014

YTD 2015

YTD 2015

20

26

3121

20

99 143555 603

316 55 42808

297

192

1662

248

4,209

377171

74101

7495 81

29 49223128

Source:SignalHillanalysisandresearch,VentureIntelligence,YTDasonMarch31,2015

129

$970m $801m $1,021m

$4,883m

$2,102m

147147

176

127

B2B SOFTWARE MOBILITYINTERNET & CONSUMER/E-COMMERCE

B2B SOFTWARE MOBILITYINTERNET & CONSUMER/E-COMMERCE


Withtheentryofe-commercebehemothssuchasAmazonand

Alibaba,competitionisexpectedtofurtherintensify.Bothofthese

internationalplayershavedeeppocketsandthereforecansustain

businessforlongerwithoutgeneratingprofits.Moreover,their

strongdomainknowledgeandbestpracticesfromtheirinternational

experiencegivethemanedge.Totopitall,thesecompanieshave

beenapartofmarketsthatareatamaturestageinthee-commerce

evolution,andsotheyareawareofthechallengesandstrategies

necessarytoaddressissuesthatareboundtoariseontheway.

E-COMMERCE LOGISTICS: EMERGING TRENDS AND OPPORTUNITIES

Whilelogisticsisthebiggestchallengeine-tailing,itisalsothekey

differentiatorbetweenplayersandacriticallinkbetweene-tailersand

customers.Withe-commercebeinginthemidstofemergingmacro

trends,adaptinglogisticstoaccommodatethesetrendsislikelyto

determinefuturesuccess.

Thekeytrendsinthee-commerceindustrythatarelikelytoenable

growthinthelogisticssectorinclude:

• TherisingrelevanceofTier2and3citiesnecessitatesawiderpresenceoflogistics:Industryexpertssaytier2and3citiesareexpectedtocontributemorethanUSD10billiontoe-tailing

shipmentsby2019,exceedingthedemandfromtraditional

retailersinthesecities.Inordertotakeadvantageofthisdemand,

itisessentialtodevelopanetworkofbranchesanddeliverypoints

thatwillenableservicingofthesehigh-growthgeographies.

• Thesheervolumeofcash-on-delivery(CoD)orderswillrequirefundamentallydifferentcashhandlingcapabilities:CoDorderswillcontinuetodominatetheIndianmarket,suggestingthat

logisticsserviceproviderswouldneedtohandleapproximately

USD14billionincashby2018.Asaresult,oneofthebiggest

differentiatorsforanylogisticsserviceproviderwillbeitsability

toeffectivelymanagecashflowandaddresschallengessuchas

theft,useofcashasworkingcapitalandreconciliationissues.

Thisrequiresfundamentallydifferentsystemscomparedtothose

thatcurrentlyexistinthemarket.

• Off lineretailersmovingtoonlinechannelswillrequiresignif icantfulf illmentcapabilities:Logisticsserviceproviderswillneedtodevelopfulfillmentcapabilities*togainaccesstothesmallbut

growingmarketofofflineretailerswhowanttomoveonline.They

needtogobeyondthetraditionalexpressdeliverymodeltoa

higherlevelinthevaluechainwithahostofvalue-addedservices,

includingmanaginginventory,handlinginvoicing,providing

consumerinsightsandmore.

*Fulfilmentcapabilitiesessentiallymeangoingbeyondprovidinglogisticssupportalone.Thiswillincludemanaginginventory,routingshipmentstoidentifytheleastexpensiveproductmovement,handlinginvoicingandpaymentcollection,etc.

WITH E-COMMERCE BEING IN THE MIDST OF EMERGING MACRO TRENDS, ADAPTING LOGISTICS TO ACCOMMODATE THESE TRENDS, IS LIKELY TO DETERMINE FUTURE SUCCESS.


• Ashiftoffocustosurfacemovementwillcreateaneedtodevelopastrongmulti-modalmix:E-tailingbusinessesaremovingto

amanagedmarketplacemodel,(wheretheycontroldeliveryas

wellasreturnofproductspurchasedonline)andhavestarted

increasingtheirfulfilmentcentersacrossmultiplelocations

toaccommodatefastergrounddeliveryandbettercustomer

service.Apartfromthis,aircapacityconstraintsappeartoexist,

especiallyduringfestiveperiodssuchasDiwaliwhenorderstend

topeak.Giventhisbackground,logisticsserviceproviderswill

needtoimprovesurfacetransportationcapabilitiesviabothroad

andrailway,acrossvariousgeographies.Thiswillcreatemore

opportunitiesandavenuesforgrowthforthesector.

• Emergenceofnewcategorieswillincreasecomplexity,requiringaccurateweightreconciliationsystems,andthecreationofnewopportunities:Withawidevarietyofproductsbeingtransported

toandfro,proportionsofweightversusdimensionsnolonger

conformtoestablishedtemplates.Categoriessuchasapparel,

babyproducts,sportsgoodsandfurniturehavealreadyadded

significantchallengestologisticsinthisregard.Besides

capturingdead-weightsandvolumetric-weights*,itisessential

todevelopaccuratereconciliationsystemsthatallowe-tailersto

determineappropriatelogisticneedsandcostandthereby,create

transparencyamongsellersande-tailers.

Bothe-tailersandlogisticsserviceprovidersrealisetheimportance

ofthesetrendsandarestartingtoadaptaccordingly.Forexample,

aleadinge-tailerispilotingCoDwithsupportfromIndiaPostto

accommodatetheincreaseddemandfromruralareas.Similarly,afew

largee-tailersarepartneringwithcoffeeshops,localgroceryorkirana

stores,petrolpumpsandevenMumbai’sfameddabbawalas(tiffin-

serviceworkforce),toincreasethereachofdelivery.

Logisticsserviceprovidershavealsotakenstepstoleveragethese

emergingtrendsandexpandtheirbusinessesfurther.Someofthe

developmentsinthisspaceinclude:

• Agloballogisticsplayerhassignificantlyenhanceditssurface/

groundtransportcapabilitytocatertotheincreaseine-commerce

volumes.

• Adomesticlogisticsserviceproviderisofferingspecialised

services,suchasgivinge-commercesitestheoptiontobrand

uniformsoftheirdeliverystaffandat-homeappareltrials.

• Delhivery,ane-tailing-focusedlogisticsserviceprovider,acquired

Gharpayin2013toenhancecash-handlingcapabilities.

*DeadWeight:Fixedweightofcargo(irrespectiveoftheobjectinside)VolumetricWeight:Calculatingthecostoftransportingashipmentbasedontheamountofspacethatitoccupies(dimensions)ratherthanactualweight.


• Adomesticlogisticsserviceproviderhasstartedexperimenting

withroadandrailtransportationonsomenewroutes

necessitatedbyaircapacityconstraints.

Whilethesedevelopmentsrepresentincreasedeffortsbylogistics

serviceproviderstoleverageahigh-growthmarket,thechallengelies

inthefactthatexistingplayersareapprehensiveaboutscalingup.

Start-ups,however,aremovingfastevenasthebiggerplayersget

theiracttogether.

• LogisticsbrandE-COMMERCE EXPRESShasgrownfromhandling

aboutonelakhshipmentsadayacoupleofyearsagotohandling

nearlythreelakhshipmentsadaytoday.

• Quickdel Logistics,whichownsthedeliverybrandGoJavas,was

launchedtwo-and-a-halfyearsagowithJabongasitsfirstclient.It

currentlyserves200companies,deliversto2,300pincodesand

coversabout105citiesacrossIndia.

• DelhiverystartedinApril2011,earnedINR64croreinrevenuesin

fullyear2013-2014andexpectstoclosefullyear2014-2015atINR

220-240crore.

Allthestart-upsinthelogisticsspaceworkcloselywithcustomers

andhavetailormadetheirservicestosuittheirneeds.Older

companieslikeBlueDart,DTDC,etc.arealsogearinguptoleverage

e-commerceopportunities.Thesecompanieshaveeithersetup

separateverticalsorhaveallocatedachunkofresourcestocaterto

e-commercelogistics.


FORTIFYING LOGISTICS

• EXPANSION: GEOGRAPHY, MANPOWER AND TRANSPORT

• AUTOMATION AND ROBOTICS

• END-TO-END SOLUTIONS

HOW LOGISTICS COMPANIES ARE GEARING UP TO RIDE THE WAVE

Inanticipationofgrowingdemand,logisticsstart-upsarenowrushingto

expandtheirnetworks.Thebigplayerswhoalreadyhavealargenetwork

arenowspreadingtotier2,3and4townswithmoremanpoweranda

fleetofvehicles.

Logisticcompaniesareinvestinginautomationtohandlemorevolumes.

E-COMMERCE EXPRESShasstartedusingroboticssortingtechnology

insteadofthemanualsortingofpackages.

Mostcompaniesareworkingtowardbecomingend-to-endservice

providers.Forinstance,Delhiveryoffersserviceslikelast-miledeliveries,

third-partyfulfilmentandwarehousingservices,inadditiontosoftware

solutions,suchaschannelintegrationsoftwarefor sellerssellingacrossmultipleplatforms.

THE FUTURE OF E-COMMERCE LOGISTICS

Asdemandforlogisticsservicespromisestogrow,companies

attemptingtoridethewave,needtobuildtheircapabilitiesinthespecific

areasdemandedbythecurrentmarketscenario.Accordingtoareport

byrealestatemajorCBREAsia,2015and2016arelikelytoseecontinued

demandformodernwarehousingandlogisticsspacesinmostmarketsin

theAsia-Pacificregion,drivenbythedevelopmentoforganisedretailin

emergingmarketsandthestronggrowthofe-commerce.

Goingforward,inIndia,thefastgrowinge-commercesectorwilldrive

theUS$167billion(roughlyINR10,63,679crores)domesticlogistics

industry.Additionally,theintroductionofthegoodsandservicestax

(GST),whichisexpectedtounifythemarkets,willbeabigpushforthe

sectorbyreplacingalltheindirecttaxesleviedongoodsandservicesby

theCentralandStategovernments,withasinglenationwidesalestax

andtherebyenablingthesupplychaintobecomefarmorecost-effective.

Currently,e-commerceaccountsfor15%to20%ofthetotalrevenues


INDUSTRY DEVELOPMENTS

• OF THE APPROXIMATELY 90 STARTUPS THAT HAVE SPRUNG UP OVER THE PAST FEW YEARS, MORE THAN 50 FOCUSING ON LOGISTICS WERE FOUNDED IN 2014-2015 ALONE

• AFTER FLIPKART AND SNAPDEAL, AMAZON HAS SET UP A LOGISTICS COMPANY IN INDIA BY THE NAME OF AMAZON TRANSPORTATION SERVICES PRIVATE LIMITED (ATSL)

THE CHALLENGES

Withapopulationofover1.2billion,thesizeofthemarketandthe

potentialgrowthinvolumeofe-commerceinIndiaisattractingthe

attentionofglobalplayerswhocurrentlydon’thaveapresenceinthe

country.

Despitelowerpercapitapurchasingpower,Indiaremainsoneofthe

mostattractiveemergingmarketsfore-commerceacrosstheglobe.

However,thereareseveralchallengesthatthee-commercebusinesses

faceinthiscountry:

forsomeofthebiglogisticscompanies.Accordingtoajointstudy

byconsultancyfirmPwCandindustrybodyASSOCHAM,theIndian

e-commerceindustrywillspendUS$950millionto$1.9billionby

2017-2020oninfrastructure,logisticsandwarehousing.Further,the

totalspendonwarehousingandsortationcenterscouldbeashigh

as3%-6%oftop-linerevenues,whichrepresentsacumulativespend

ofoverUS$450milliontoUS$900millionofspendsinwarehousing

overthenextfiveyears.Thereportalsomentionsthattheindustryis

expectedtospendanadditionalUS$500milliontoUS$1billionduring

thesameperiodonlogisticsfunctions.

ThepromisinggrowthpotentialinIndia’se-commercelogistics

industryhasledtotheentryofseveralnew-agelogisticsstartups,the

settingupofnewverticalsbyolderlogisticscompanies,aswellas

investmentsintoaseparatelogisticsarmbyetailers.Thesectorhas

alsorecentlyseenaspateofinterestbyinvestors.

Expertshaveidentifiedthreetypesoflogisticscompaniesthatare

emerginginIndia—independentplayerslikeDelhivery,captiveunitsor

logisticsarmsofe-commercefirmsandtraditionalfirmssuchasBlue

Dart.Butthismaychangeastheindustrycontinuestorapidlygrow

andmoreindependentlogisticsfirmsinIndiastepintofilltheneed.

THE PROMISING GROWTH POTENTIAL IN THE INDIAN E-COMMERCE LOGISTICS INDUSTRY HAS LED TO THE ENTRY OF A NUMBER OF NEW-AGE LOGISTICS STARTUPS, THE SETTING UP OF NEW VERTICALS BY OLDER LOGISTICS COMPANIES, AS WELL AS INVESTMENTS INTO ESTABLISHING SEPARATE LOGISTICS ARMS BY E-COMMERCE PLAYERS.


• Indiancustomersreturnmuchofthemerchandisetheypurchaseonline.

Returnsareexpensivefore-commerceplayerssincereversepick-ups

presenttheirownsetofchallenges.

• CoDisthepreferredpaymentmode.Unlikeelectronicpayments,

manualcashcollectionislaborious,riskyandexpensiveifnotmanaged

effectively.

• Paymentgatewayshaveahighfailurerate.E-commercecompanies

usingIndianpaymentgatewaysarelosingoutonbusiness,asseveral

customersdonotattemptpaymentasecondtimeafteratransactionfails

once.

• Internetpenetrationcontinuestobelow;accordingtotheTRAIreportfor

March2015,only24%oftheIndianpopulationhasaccesstoInternet.

• ThoughthetotalnumberofmobilephoneusersinIndiaisveryhighand

smartphonesalesareshootingup,asignificantmajoritystillusefeature

phones.Soforallpracticalpurposes,thisconsumergroupisunableto

makee-commercepurchasesonthemove.

• Postaladdressesarenotstandardised,creatinglastmileissuesthatadd

tologisticsproblems.

• Giventhesizeofthecountry,therearethousandsoftownsthatarenot

easilyaccessible.SincetherealpotentialoftheIndianmarketliesinits

largepopulation,absenceofseamlessaccesstoasignificantproportion

ofprospectivecustomersisadampener.Thisiscompoundedbythefact

thatCoDisstillthepreferredpaymentoptioninIndia.

• Well-fundedcompetitorsaredrivingupthecostofcustomeracquisition.

Despitethechallenges,e-commercegiantsareincreasinglyattractedtoIndia.

ExistingplayerspresentinIndiaarecognizantofthechallengesandare

constantlylookingtoinnovateandfindnewwaysofdoingbusiness.Today,

e-tailingisprimarilyreplicatingtheroleofthedistributor,wholesalerandthe

retailer.E-tailingwillbeeconomicallymoreviableiftheirrevenuemarginsare

adequatetocoverthecostoflogisticsaswell.

TheIndianlogisticsandwarehousingindustryisanticipatedtogrowat

aCAGRof10%to12%from2015to2019.Third-partylogisticsprovider

(3PL),e-commercelogisticsandcoldchainwillcontinuetobethethree

biggestsegmentsoftheoveralllogisticsindustry.Theneedtodeliveritems

quickly—ontimeorsamedaydelivery—duetothepopularityofCoD,has

compelledthelogisticsindustrytochangefromtraditionallogisticssupport

tohandlingthenewandnuancedlogisticsrequirementsofe-commerce

companies.Infact,manyoftheearlierplayersarealsodiversifyingtheir

servicesportfoliotomakespacefore-commercelogistics.Theincreasing

contributionbye-commercelogistics,government’sencouragementof

domesticentrepreneurshipandtheriseindomesticconsumptionwillhelp

pavethewayforfurthergrowthofthelogisticsandwarehousingindustryin

theyearstocome.


ABOUT NIELSEN NielsenHoldingsplc(NYSE:NLSN)isaglobalperformance

managementcompanythatprovidesacomprehensiveunderstanding

ofwhatconsumerswatchandbuy.Nielsen’sWatchsegmentprovides

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manufacturersandretailerstheindustry’sonlyglobalviewofretail

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Formoreinformation,visitwww.nielsen.com.

Copyright©2015TheNielsenCompany.Allrightsreserved.Nielsen

andtheNielsenlogoaretrademarksorregisteredtrademarksof

CZT/ACNTrademarks,L.L.C.Otherproductandservicenamesare

trademarksorregisteredtrademarksoftheirrespectivecompanies.

ABOUT THE AUTHORS

AJAYMACADEN

EXECUTIVEDIRECTOR

NIELSENINDIA

ANUPSPKUMAR

ASSOCIATEDIRECTOR

NIELSENINDIA

GauravPanakel,SoumendraDuttaandSumitBishtfromtheNielsen

IndustrialMarketResearchteamcontributedtothisreport.

logistics can help e-commerce go the distance · 2019-05-29 · warehousing, inventory, delivery,...

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