Retail in Transition

Retail in Transition
Future E-Commerce Opportunities in

Asia Pacific and Australasia
2
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For usage requests and permission, please contact us

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The data included in this document is accurate according to

Passport, Euromonitor International’s market research
database, at time of publication: June 2021
© Euromonitor International RETAILING: RETAIL IN TRANSITION – FUTURE E-COMMERCE OPPORTUNITIES IN ASIA PASSPORT 2
PACIFIC AND AUSTRALASIA
INTRODUCTION
About Euromonitor International and Passport
Euromonitor International is a global market research company providing

strategic intelligence on industries, companies, economies and consumers
around the world. Comprehensive international coverage and insights across
consumer goods, business-to-business and service industries make our
research an essential resource for businesses of all sizes.
Our global market research database, Passport, provides strategic intelligence

on consumer goods. It offers shared access to all of our internationally
comparable statistics, analysis and datagraphics. Passport connects market
research to your company goals and annual planning, analysing market
content, competitor insight and future trends impacting businesses globally.
INTRODUCTION
Key findings
This region is an e- E-commerce in Asia Pacific and Australasia stands as the most dominant region
commerce powerhouse with significant unmet opportunities in 2021 and beyond. To put that into
that will drive global perspective, this expansion in the region will account for more than 45% of the
absolute value growth global absolute value growth in the 2020-2025 forecast period.
China is the largest and fastest-growing e-commerce market in Asia Pacific and
China continues to be Australasia. The market alone accounted for 64% of the absolute value growth in
the growth engine in the Asia Pacific and Australasia in 2020 and will continue to grow at a CAGR of 7% by
region value during 2020-2025 and more than USD99 billion in unmet e-commerce
opportunity, according to the Euromonitor E-commerce Readiness Model.
Mobile is quickly becoming a popular device of choice replacing tablets and
Mobile will drive the laptops for consumers when shopping online. Even during the pandemic,
growth of digital consumers have been increasingly turning to mobile to keep them engaged. With
purchases in the region the evolution of new shopping channels such as livestreaming services, usage of
mobiles for shopping is expected to grow further.
Digital trends will The retail industry’s traditional wholesale model has been turned on its side due to
continue to cause the emergence of new business models and channels such as marketplaces,
upheaval in the e- subscription services and direct-to-consumer brands. E-commerce is here to stay,
commerce market and it is vital to stay current with all facets of the digital retail landscape.
Addressing
Consumers in Asia Pacific and Australasia have elevated consumer expectations
fundamental flaws in e-
and in this increasingly crowded and hyper-competitive e-commerce market it will
commerce is important
be vital for retailers to address key challenges such as fulfilment, data privacy and
to drive the future of the
shopping experience to prime themselves for future e-commerce success.
market
E-COMMERCE EMERGES AS THE DEFAULT SETTING
E-Commerce Emerges as the Default Setting
The digital revolution is having a profound impact on the retailing industry. To

put this drastic shift into perspective, only 3% of products were bought online in
2010. E-commerce penetration reached 16% in 2020 off the back of the
pandemic-inspired boom. These digitally inspired changes that are rewiring
retail, though, go beyond just channel shift. New business models have gained
steam and commerce ecosystems have emerged, forever changing how
retailers and brands reach and engage this increasingly digitally connected
consumer base.
COVID-19 drove radical change in the e-commerce marketplace
 E-commerce has been the fastest growing channel

for at least the last 15 years, though the impact of
this digital shift varies significantly by region and
product category. Even prior to the COVID-19 COVID-19 Effects on E-Commerce
pandemic, Euromonitor International had forecast
that e-commerce would become the largest
channel in the world in 2020. Although the
continued ascension of e-commerce was likely to
be a headline in 2020, the intensity of the crisis
accelerated its development, leading to three key
shifts in the marketplace.
More New Emerging
 Besides shopping in already-familiar categories, categories consumers platforms
consumers turned to e-commerce across a broader
range of products and services, and products that
consumers once shied away from buying online
made inroads. The unique dynamics of the crisis
also motivated other consumers to shop online for
the first time, permanently widening the pool of E-commerce The pool of Marketplaces
increases in shoppers and last-mile
online shoppers. Lastly, e-commerce popularity delivery
widens as
intermediaries, such as marketplaces and delivery across all more turn to platforms win
platforms, captured a disproportionate amount of e- product digital big amid
commerce growth in 2020. Shoppers turned to categories channels upheaval
these services for their convenience and logistics
capabilities as the crisis disrupted supply chains
and warehouse operations.
Although more mature, Asia’s e-commerce market is buoyed by the crisis
 In 2020, product-based e-commerce expanded by USD523.4 billion globally, expanding by 26% in real
terms. In a year when retail sales were down, e-commerce was the bright spot. This banner growth is likely
to be sustained even as vaccine distribution continues. In fact, 74% of global industry professionals working
for retailers and consumer brands said in an October survey that they expect the crisis-led rise in online
shopping to become permanent.
 Asian countries are among the fastest developing e-commerce markets, with the highest e-commerce
penetration of 16% in 2019, compared to a global average of 13%. Even though Asian markets are
considered relatively more mature, these countries still posted strong growth in 2020. E-commerce sales
expanded by USD187.2 billion in Asian markets and by USD5.3 billion in Australasia due to the channel
shift to e-commerce amid the COVID-19 pandemic, making it the second fastest growing region in terms of
absolute value growth. Those regions combined are still the largest e-commerce market in the world,
accounting for 48% of the global e-commerce market by value in 2020.
Source: Euromonitor International’s Passport Retailing, 2021 edition
Continued growth in region driven by global e-commerce leader China
 COVID-19 has enhanced the already significant growth in e-commerce in Asia Pacific countries. In 2020,
product-based e-commerce expanded by USD187.2 billion in Asian markets and by USD5.3 billion in
Australasia, with the most significant expansion coming from more mature markets such as China and
South Korea. Countries such as Thailand and Indonesia, where e-commerce is still in the early stages of
development, posted the highest year-on-year growth in 2020.
 China alone accounted for 66% of the absolute value growth in Asia Pacific in 2020. Prior to the outbreak of
the pandemic, e-commerce had already been booming for years in China. However, the pandemic greatly
increased consumers’ willingness to shop via e-commerce due to its added safety and convenience.
Brands and retailers are counting on e-commerce to compensate for losses via offline retailing due to store
closures and decreases in footfall. The pandemic has accelerated the digital transformation in lower-tier
cities and rural areas of China, bringing forward the proliferation of e-commerce and consumer tech
adoption by years. In China, e-commerce penetration, which refers to the percentage of total retailing
bought online, expanded by nearly five percentage points in 2020 to reach 27% off the back of the
pandemic.
Source: Euromonitor International’s Passport Retailing, 2021 edition
Case study: XSYX rethinks last mile via community group buying model
 Xingsheng Youxuan (XSYX) is a community buying

platform that offers food and household products for
consumers and uses offline supermarkets as pick-
up points for online orders.
 A community leader initiates the purchase on a
WeChat group, with consumers of the group chat
normally from the same compound. Once the
residents have placed their orders, the entire order
is packed and then delivered in bulk to a
designated collection point for the community
leader to pick up the next day. Community leaders
then unpack the bulk order. Each order is either
delivered to the door by the community leader or
collected by residents.
Our take
 As a result of the crisis-inspired e-commerce surge,
46% of Asian industry professionals said last mile delivery strategies have been in the
they accelerated investment in fulfilment and spotlight. This buying platform enables individuals
logistics to improve delivery efficiency due to within the community to act as group leaders and
facilitate last mile delivery services by helping to
COVID-19, according to Voice of Industry,
distribute individual orders. Merchants need to pay
Digital Consumer survey, 2020. 2-10% commission fees to group leaders, which is
more cost- and time-effective than the merchants
Image source: islide making the door-to-door deliveries themselves.
IDENTIFYING E-COMMERCE GROWTH OPPORTUNITIES
Identifying E-Commerce Growth Opportunities
With many retail professionals in agreement that the crisis-inspired e-commerce

boom will lead to a permanent channel shift, the key question becomes where
retailers and consumer brands should look for such opportunities. Growth is
possible through continued expansion, but it is also feasible through
optimisation. Several markets are positioned to handle more e-commerce than
they did going into the pandemic, meaning they are well positioned to sustain
the COVID-19 surge.
Identifying the markets most primed for sustained e-commerce growth
 As consumer behaviour starts to normalise, some of the

unprecedented levels of e-commerce usage witnessed during the E-Commerce Readiness
height of lockdowns globally will decline. Even so, nearly all categories Model
and countries will receive a permanent boost with some markets more
impacted than others. Trying to anticipate where these permanent Assess E-
shifts may occur so companies can make investment today to be best Commerce
prepared for the consumer landscape of tomorrow is not an easy task. Landscape
 In order to help companies understand which categories are most Examine over
280 Identify Key
primed for sustained e-commerce growth post-pandemic, Euromonitor socioeconomic Variables
International developed the E-commerce Readiness Model. This tool and market Determine most
uses analytics modelling to determine which countries and categories variables impactful
have the best market conditions to support higher e-commerce sales Predict variables
coming out of the pandemic. Potential
E-Commerce
 The E-commerce Readiness Model uses a Gradient Boosting Machine Rank E-
Share
methodology that leveraged more than 280 socioeconomic variables to Identify unmet Commerce
identify the market conditions that are most related to a higher share of opportunity across Potential
e-commerce sales. The model then used 7,000 datapoints that product categories Quantify and
measure e-commerce sales by category and country as of 2019 in compare unmet
market potential
order to predict the markets most likely to be able to support sustained
e-commerce growth. Since market conditions would have supported
Opportunity Markets
higher e-commerce sales pre-pandemic, the E-commerce Readiness
Model helps companies anticipate which categories are likely to see For Sustained
long-term e-commerce growth, even after pandemic concerns subside. E-Commerce Shifts
E-commerce growth possible through optimisation rather than expansion
 Even without expanding supply chains or logistics networks, e-commerce growth is possible merely
through optimisation. The markets identified by the model as having greater potential indicates that they
were positioned to handle more e-commerce purchases, meaning they are better equipped to sustain the
COVID-19 surge in 2021 and beyond. In fact, the E-commerce Readiness Model found that the retail
market globally could support more than USD122.6 billion in additional e-commerce sales without
infrastructure expansion based on market dynamics entering the pandemic.
 Within Asia Pacific and Australasia, the retail market has the potential to grow by more than USD68.5
billion in additional e-commerce sales. This is more than 55% of total global unmet e-commerce
opportunities, making Asia Pacific and Australasia collectively an extremely enticing place for companies to
invest in. Diving into greater detail, it is no surprise that China constitutes 78% of total e-commerce
potential in this combined region. With a projected absolute market value difference of USD99.2 billion
when comparing between 2019 and 2024 in China, companies can take advantage of this unmet
opportunity to help drive significant revenue, even with minimal in-country presence.
Source: Euromonitor International’s E-commerce Readiness Model
Food and drinks e-commerce shows significant opportunities
 Globally, the greatest potential from a percentage

growth perspective is in industries like consumer
electronics. However, with the exception of South
Korea, this is not the case for the Asia Pacific and
Australasia combined region.
 From a value perspective, there are significant
opportunities in this combined region within the
grocery channel and, more specifically, industries like
fresh food, alcoholic drinks and packaged food. The
grocery channel is expected to constitute more than
57% of total unmet e-commerce opportunities in this
region.
 COVID-19 has permanently transformed the grocery
retail landscape in Asia Pacific and Australasia.
Precrisis, the grocery channel had already been
experiencing double-digit percentage value growth. As
the pandemic evolved, consumer behaviours in this
combined region developed and new eating habits
were forged. Grocery retailers (or even non-grocery
retailers that are looking to tap into this space) will
need a compelling e-commerce operating model that
is not only seamless but also fluid and offers a unified
experience across both in-store and digital channels. Source: Euromonitor International’s E-commerce Readiness Model
Case study: Coupang uses vast logistics network to allow faster delivery
42% of connected consumers in Asia Pacific think that delivery takes longer than expected. This is
the most popular complaint according to our Voice of the Consumer: Digital Survey, 2021.
Image source: https://www.japantimes.co.jp/news/2021/03/12/business/corporate-business/softbank-coupang-us-ipo/
 Coupang, a South Korean e-commerce company Our take

that is sometimes referred to as the Amazon of  In an increasingly competitive South Korean
South Korea, has a reputation for its efficiency, market, with companies such as Naver which is
speed and ease. The company is not only able to trying to gain a larger slice of the e-commerce pie,
offer same-day and 1-day delivery for groceries Coupang’s ability to vertically integrate most of its
and millions of other items in its marketplace, but logistics has allowed it to offer best-in-class
also “dawn delivery”. If a customer places their delivery services that address the two most
order before midnight, Coupang promises it will important needs of consumers: fast delivery and
arrive by 07.00hrs the next day. This even beats e- cheap prices. It is no surprise that other e-
commerce giants such as Amazon, which is commerce players in the region are trying to steal a
renowned globally for its delivery capabilities. page out of Coupang’s playbook.
E-commerce market expected to expand by USD1 trillion by 2025
 Given that the E-commerce Readiness Model measures unmet e-commerce potential, the recently
highlighted opportunities will come through optimisation rather than expansion of the market itself. Of
course, there is potential for the e-commerce market to grow as a result of companies expanding their
capabilities to handle more e-commerce sales. During 2020-2025, e-commerce will account for more than
half of the absolute value growth of the global retail sector. That equates to USD1.36 trillion of absolute
value growth.
 Diving deeper into Asia Pacific and Australasia, China is understandably the largest e-commerce market
with significant absolute value growth. To put the importance of the China e-commerce market into
perspective, the US is the only market globally with more absolute value growth expected in the forecast
period than China. In fact, the sum of all growth of the remaining countries in Asia Pacific and Australasia
combined in 2020 was still smaller than China’s e-commerce market. Taking China’s e-commerce market
out of the equation, there are still other countries such as India, Indonesia, South Korea and Japan that are
forecast to experience strong absolute value growth.
Source: Euromonitor International Passport Retailing, 2021 edition
Grocery e-commerce to drive further growth in the region
 Asia Pacific and Australasia have been at the forefront of e-

commerce innovations and developments due to a largely
digitally-savvy population who are very willing to adopt and adapt
to new retail technologies and concepts. The pandemic led
companies in this region to make even bigger investments not
only in digital, which included developing the website experience,
adding direct-to-consumer operations and partnering with delivery
services, but also in improving their last mile and fulfilment
capabilities.
 Food and drink e-commerce in Asia Pacific and Australasia truly
came into its own in 2020, posting the strongest growth rate of any
category. Consumers in this region turned to digital channels out
of necessity to obtain groceries during the pandemic, helping the
industry overcome barriers that previously held it back. With a
post-pandemic picture in sight, food and drinks e-commerce is
expected to benefit from the pandemic-inspired increased
investments towards fulfilment, logistics, automation and user
experience to implement more personalisation technology, making
online shopping more seamless and convenient. A combination of
pure-play e-commerce players, such as Shopee, Grab and
Lazada, as well as supermarket chains across the Asia Pacific
and Australasia region will likely expand their omnichannel
Source: Euromonitor International Passport Retailing,
presence in the coming years to capitalise on this vast 2021 edition
opportunity.
HOW TO WIN IN THE DIGITAL-FIRST ERA
How to Win in the Digital-First Era
Companies now compete on their digital capabilities. Most industry

professionals have accepted this reality. Of those working at retailers and
consumer brands, 68% expect that consumers will judge them more on their
digital prowess post-pandemic. Being evaluated on their digital résumé means
that retailers and consumer brands which were not investing in new
technologies or more broadly adopting a digital-first mindset precrisis have only
fallen that much further behind their peers. Do nothing and they risk alienating
their consumer base, which has likely only become that much more digitally-
savvy during this period of rapid digital transformation.
Digital has changed the rules of the game for those in retail
 The digital revolution has done more than just heighten consumer expectations; it has also changed how
retail operates. In recent years, the retail industry’s traditional wholesale model has been turned on its side
due in part to the rise of direct-to-consumer brands, the growth of the marketplace model popularised by
the likes of Amazon and Alibaba, and the resurgence of subscription services with a digital twist.
Subscriptions have become a new service themselves, as retail shifts towards a single-fee model.
 Companies are exploring new business models more than before, but there is industry variance regarding
this sentiment. More than 80% professionals working at retailers and durable goods brands report their
companies are exploring alternative ways of doing business, whereas only 64% of those at financial
services firms agreed. Such efforts to rethink the way goods and services were sold continued out of
necessity during the pandemic. During this challenging period, companies rethought their go-to-market
strategy. Unlikely bedfellows entered partnerships. Influencer marketing received a new spin with the arrival
of live selling on the global stage.
Source: Euromonitor International Voice of the Industry: Digital Survey, fielded in February 2018, September 2018, November 2019 and November 2020
Retail sector also faces other challenges as e-commerce expands
 Besides the traditional power struggles between retailers and consumer brands, the retail sector is also
facing structural challenges ahead, as the rise in e-commerce challenges long-held principles. In the past,
consumers went to stores to truly shop. This is where they experienced the brand, where they touched
products and where they executed the purchase. While e-commerce was rising in popularity, it largely
served a transactional role. The purpose of these two channels was evolving, but the crisis accelerated this
shift and gave a preview of a world where consumers only visit stores to transact and instead turn to digital
channels to shop. While this is unlikely to be the exact reality as social-distancing measures are eased, the
intensity of the crisis has brought these once looming challenges into greater focus.
 The continued rise in e-commerce will call into question the fundamental purpose of a channel. As part of
this, retailers will have to reimagine the role of the store for the digital era, which will vary depending upon
the products sold. The shift towards digital is not without challenges. Rising fulfilment costs and the
environmental impact of e-commerce mean that retailers must rethink last mile delivery and collection,
which may include new delivery and collection methods, or more technologies to automate that part of the
process.
Purpose of shopping channels Rethinking the role of the Reinvention of last mile
swap positions store for the digital era delivery and collection
• Stores were once reserved • Stores were always the • Rising last mile delivery
for shopping, while e- centre of the consumer costs and environmental
commerce was more shopping experience. As e- concerns, magnified by the
transactional in nature. commerce expands, e-commerce boom, are
During the crisis, the two however, retailers will have forcing retailers to explore
flipped roles, accelerating a to reconsider the role of new delivery and collection
change that was already in these physical assets. methods.
motion.
Key opportunities in the region
Digital wallets on the rise From livestreaming to live Growth potential in online
selling grocery
 Commerce is about meeting  With COVID-19 limiting in-person  It is irrefutable that shoppers in
consumers where they want to be engagements, consumers turned Asia Pacific and Australasia will
found. According to to digital for commerce with some continue to buy groceries online
Euromonitor’s Digital Survey even tuning into livestreams to – even after the pandemic ends.
2021, only 26% of digital discover, research and purchase. Food and drinks e-commerce in
connected consumers in Asia Livestreaming, which gained Asia Pacific and Australasia will
Pacific and Australasia have not popularity in recent years as a nearly double over 2020-2025,
reaching a market size of
used a digital wallet to shop in- content medium, made inroads
USD172.8 billion in 2025,
store or online in the last 12 during the crisis due to its ability to
according to Euromonitor’s
months. The shift from cash to create an emotional connection Retailing research.
card and now digital wallets is more associated with in-person
 Significant inroads in this region
swift with the pandemic further shopping. This concept first took
were already made to improve
accelerating it. Digital wallets are hold in China, with interest
logistics networks for food and
convenient, secure and easy to spreading in 2020. More than 39% drinks e-commerce. Having said
integrate with other services such of consumers in Asia Pacific have that, online groceries, especially
as buy now, pay later and loyalty purchased using livestream or live the ready-to-cook meals
platforms. Against the backdrop selling in 2021 – the highest category, remains an enormous
of rising digital wallet payment region globally. Live selling is market that is still relatively
activity in this region, companies likely to be relevant in the post- underpenetrated and represents
need to ensure their infrastructure pandemic era with this concept significant opportunities that
is ready for this rapid shift. likely to develop further. companies can capitalise on.
Key challenges still to overcome
E-commerce is transactional Cross-border gains prominence Speed and cost of deliveries

 Consumers are no longer  As a result of the pandemic,  Improving last mile efficiencies
shopping online only because it is consumers in Asia Pacific and and operations will be one of the
cheaper and easier. More than Australasia are shopping from main initiatives for many
27% of consumers in this region overseas websites more than companies, including retailers
want product information, ever before. Cross-border e- and third-party delivery firms, in
comparison, and reviews at their commerce in Asia Pacific and 2021. In fact, 40% of global
fingertips when shopping online, Australasia is estimated to grow industry professionals working
according to Euromonitor’s Voice
at a 13% CAGR over 2020-2025 specifically for consumer brands
of the Consumer: Lifestyle Survey
to reach USD247.5 billion by or retailers view enhancing
2021. Other important online
shopping motivations include the 2025, according to Euromonitor’s product delivery as being an
ability to access a site on different Retailing research. E-commerce important initiative, according to
devices, use a loyalty reward giants such as Alibaba, eBay and the Voice of the Industry: Digital
app, and customise products. As Amazon stand to be the biggest Survey. As consumers’ demand
e-commerce becomes a more winners to this globalisation in this region continues to
central channel to a market, it cross-border trend. While it may exceed current infrastructure,
should no longer be purely on be intimidating for small companies need to balance
transactional efficiency. This businesses that do not have the between cost and the delivery
channel requires multiple scalability, resources, flexibility or fee charged to consumers, and
solutions, services and adaptability yet, this immense this is a momentous task that
touchpoints to achieve the virtual opportunity is too important to retailers will need to manage.
environment that consumers are ignore.
starting to expect.
Recommendations for how to win in retail’s digital-first era
Digital changes Technology Becoming digital

Digital diversifies E-commerce will
the rules of the proves it is here to is an individual
consumer paths drive retail growth
game stay journey
•Key takeaway: •Key takeaway: •Key takeaway: •Key takeaway: •Key takeaway:
Over the last More than half of The digital The expanding More than two
decade, digital has absolute value transformation is influence of tech thirds of those
growth in the not only changing will be one of the working at retailers
given way to a global retail where and how most long-term and consumer
more complicated industry over consumers shop, impacts from the brands expect
and fragmented 2020-2025 will but also how the crisis as consumers will
retail landscape. come from e- retail industry companies fight to judge them more
commerce. operates. stay competitive. on their digital
•Action to take:
•Action to take: •Action to take: •Action to take: prowess.
Retailers and
Retailers and Exploring new Retailers and •Action to take:
consumer brands consumer brands business models consumer brands Although all
must explore new must act quickly to is now an should explore companies find
ways of engaging launch or ramp up imperative. how technology themselves on a
consumers, their digital Companies should can be leveraged digital journey, the
including social operations as take inspiration to improve journey is a highly
digital increasingly from Nike and act operational individual one as
commerce or live becomes the before it is too late efficiencies or the companies face
selling, to default channel for to make the pivot consumer different
determine if it will specific products. to new models. experience itself. circumstances and
be important for challenges.
reaching their
target audience.
What to consider when evaluating your e-commerce strategy
Predict what’s Pinpoint Analyse where Understand Identify the

next where to products will the future consumer
invest be sold competitive • What do
• How will
technological • Which • What are the landscape consumers
advances categories will key channels • What lessons expect from
impact drive future e- for this can we learn digital-driven
commerce? commerce product from the experiences?
• How will the growth? category? digital • Where and how
role of the • Which • Which frontrunners? do consumers
store evolve geographies emerging • Where are my want to shop?
in the digital- will drive channels are competitors • Are we targeting
first era? future e- critical to win? making digital the right
• How well commerce • How do I investments? consumer with
does my long- growth? need to price • What our product
term strategy • How does my and position partnerships assortment and
align with technology my products should we positioning?
these shifts? roadmap online to win? consider to
stack up compete in
against my the digital
peers? era?
Thank you
Michelle Evans Vishnu Vardhan
Senior Head of Digital Consultant
and Retail Research Bangalore
Chicago
Hianyang Chan Han Hu

Senior Consultant Research Analyst
Sydney Shanghai

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Retail in Transition

Future E-Commerce Opportunities in

This piece of content includes proprietary information from

For usage requests and permission, please contact us

The data included in this document is accurate according to

About Euromonitor International and Passport

Euromonitor International is a global market research company providing

Our global market research database, Passport, provides strategic intelligence

E-Commerce Emerges as the Default Setting

The digital revolution is having a profound impact on the retailing industry. To

COVID-19 drove radical change in the e-commerce marketplace

 E-commerce has been the fastest growing channel

Although more mature, Asia’s e-commerce market is buoyed by the crisis

Source: Euromonitor International’s Passport Retailing, 2021 edition

Continued growth in region driven by global e-commerce leader China

Source: Euromonitor International’s Passport Retailing, 2021 edition

 Xingsheng Youxuan (XSYX) is a community buying

Identifying E-Commerce Growth Opportunities

With many retail professionals in agreement that the crisis-inspired e-commerce

Identifying the markets most primed for sustained e-commerce growth

 As consumer behaviour starts to normalise, some of the

E-commerce growth possible through optimisation rather than expansion

Source: Euromonitor International’s E-commerce Readiness Model

Food and drinks e-commerce shows significant opportunities

 Globally, the greatest potential from a percentage

Image source: https://www.japantimes.co.jp/news/2021/03/12/business/corporate-business/softbank-coupang-us-ipo/

 Coupang, a South Korean e-commerce company Our take

E-commerce market expected to expand by USD1 trillion by 2025

Source: Euromonitor International Passport Retailing, 2021 edition

Grocery e-commerce to drive further growth in the region

 Asia Pacific and Australasia have been at the forefront of e-

How to Win in the Digital-First Era

Companies now compete on their digital capabilities. Most industry

Retail sector also faces other challenges as e-commerce expands

Key opportunities in the region

Key challenges still to overcome

E-commerce is transactional Cross-border gains prominence Speed and cost of deliveries

Recommendations for how to win in retail’s digital-first era

Digital changes Technology Becoming digital

What to consider when evaluating your e-commerce strategy

Predict what’s Pinpoint Analyse where Understand Identify the

Hianyang Chan Han Hu

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