Beyond Growth Hacks: 3 Experts Share Mobile Marketing Strategies for 2020
The 2020 marketer is a new breed of marketer that drives teamwork and devours data.
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A rigorous analysis of the reams of mobile and marketing predictions for the new year suggests 2020 will be remembered as the year mobile-first marketing finally grew up. The obsession with short-term gains and growth hacks that marked the last decade is fast being replaced by the realization that "fully-baked business models" and strategies that demonstrate financial self-control define the path to profitability and sustainability.
The end of the "cheap money era" also turns up the pressure on marketing teams to be resourceful with spend and relentless in their pursuit of fresh audiences and emerging channels. It's an enormous challenge in a market where the Big Two (Facebook and Google) dominate, driving customer acquisition costs through the roof and blocking the path for new large-scale channels to gain critical mass. To succeed in this environment, the 2020 marketer will need to have a firm grasp of full-funnel data, the ability to manage algorithmic campaigns and the vision to create cross-functional teams that combine talent from marketing, product and engineering.
"Marketing teams that do not control monetization and strategy will simply be ineffectual," Eric Seufert, a media strategist, user acquisition specialist and quantitative marketer, writes on Mobile Dev Memo. He connects the dots to make a provocative claim: 2020 will mark the death of the textbook CMO. It’s a position that belongs to "an exclusively marketing-oriented executive for mobile-first companies"—and it belongs to the past. While it is extreme to suggest CMOs will be passé starting this year, there is truth in Seufert's observation that "without deep analytics and monetization experience, a marketing leader cannot properly scale a mobile-first business."
The 2020 marketer is a new breed that drives teamwork and devours data to define targets, assess trade-offs, and set stretch goals. It's here that the 2019 Mobile App Trends Report from Liftoff, a mobile marketing and retargeting platform, provides a valuable analysis of the broader developments and benchmarks essential to inform an audience-first, mobile-first strategy. The report combines app intelligence and Liftoff internal data to give marketers a holistic view of the trends and metrics influencing marketing across a variety of app categories and regions.
Chock full of graphs and metrics, the 64-page report presents us with a lot to digest. I draw from interviews with three expert mobile marketers (one of whom is a Liftoff Mobile Hero, an accolade that underlines their performance marketing accomplishments) to provide a fresh perspective on the opportunities and challenges shaping the global app marketplace and the business agenda for the 2020 marketer. [Disclosure: I regularly interview Mobile Heroes as the host of Mobile Presence, a weekly podcast for which I am not paid. Later this month I will be a guest and moderator on Mobile App Trends: Analysis of the App Ecosystem, a Liftoff webinar for which I am not paid.]
#1 Realign talent to achieve targets.
Shopping apps are firmly established as the essential go-to for inspiration and assistance, in store and throughout the customer journey. It's a dynamic that drives down costs as users are more affordable to acquire and more apt to engage. But the 2020 marketer faces significant challenges scaling in a market where app downloads and revenues are showing signs of fatigue.
The App Trends report reveals new uploads of shopping apps have stalled, and downloads have plateaued at a high level. Specifically, downloads have dropped 1.7% to reach 5.9 billion in 2019 (compared to 6 billion the previous year). Revenue is also down by nearly half, reaching $95.6 million. Significantly, shopping apps lead where it counts. At 7.7%, engagement rates for shopping apps are among the highest. Do the math, and there is plenty of money to be made—provided shopping app marketers build teams’ synergy by realigning internal resources and talents to acquire and retain high-quality users with strong purchase intentions.
Cody Ryan, VP of Growth Marketing
Ibotta
This is the view of Cody Ryan, VP of Growth Marketing at Ibotta, a company that lets users earn cash back on in-store and online purchases. "The biggest limit to a company's ability to grow is the quality of its funnel," Ryan tells me. However, advancements in marketing automation and marketing channels that harness algorithms to improve targeting and make a better match between campaigns and cohorts combine to give the 2020 marketer abilities akin to superpowers. "If you're not loading the funnel intelligently, you're behind the curve," he explains.
To stay ahead of retail rivals, Ibotta has aligned talent and technology to the customer life cycle. "We no longer think about user acquisition in the traditional sense," Ryan explains. Instead, Ibotta "puts more emphasis on retention and has restructured to allocate more resources and headcount to growth functions dedicated to driving ongoing [app] usage." The approach, he says, is paying dividends, allowing Ibotta to report retention rates that far exceed the Day 30 retention benchmark of 3.5% from the App Trends report.
This year Ibotta is taking the effort to a new level. "For the first time, we have fully dedicated squads focused on each stage of the funnel," Ryan explains. "From acquisition to activation to retention, the squads are at the core of our wider strategy to achieve cross-functional alignment on product, marketing and engineering." His advice to the 2020 marketer: “Get organizational buy-in on down-funnel retention being a top priority and build your teams around winning in this area.” In competitive markets, apps with the highest retention will have the most scalable growth and sustainable success.
# 2 Tackle complexity with a funnel-focused structure.
Over the past five years, user activity on finance apps has rocketed by 354%, a development that cements apps as the channel of choice for consumers to manage their finances and plan their future. This positive dynamic is echoed in the App Trends report. While the number of new apps uploaded has slowed, app downloads have soared. At 6.8 billion downloads, finance app downloads have increased 4% from the previous year. What's more, the cost to activate this audience is attractive. The deep-funnel conversion of purchase (using the app to transact) comes in at $38.64, 55% less than the cost to generate a conversion on a gaming app, for example. Even better: Finance app users are fast movers. The report clocks the time from download to action at only 70 minutes. By comparison, the install-to-purchase time for gaming apps is 46 hours and 35 minutes.
Kiki Burton, Head of Growth Marketing
Credit Karma
Overall, the data tells a positive story. Consumers clearly accept and embrace mobile apps. However, the issue facing the 2020 marketer is how to create campaigns that drive more sessions and encourage lasting loyalty. It's a challenge Credit Karma is winning thanks to a mobile-first strategy and an organization that cultivates in-house expertise, Kiki Burton, Head of Growth Marketing at Credit Karma, tells me in an interview. "Our marketing organization and our strategy are heavily indexed on having talent in house. This has given us the faculty to focus on engagement and re-engagement and keep pace with cutting-edge trends," she explains. This agility, combined with a laser focus on the user life cycle, has allowed Credit Karma to acquire "north of 100 million members" in the U.S., Canada and the U.K.
That milestone audience achievement also underlines the importance of combining performance marketing and product. To maintain the momentum, Credit Karma organizes its marketing team around the funnel, not user groups. "It all goes back to surfacing the right information at the right time and aligned with our members' consumption patterns," she explains. To make this vision a reality, the company has developed new internal structures called "pods" that combine performance marketers, creative talent, analytics partners and operations managers and channels their efforts toward a single goal. "Having a dedicated cross-functional group focused on major marketing initiatives gives us the velocity to make progress," Burton explains. “In order to have tight alignment between marketing and product teams, our growth marketers have specific domain expertise related to a particular vertical at Credit Karma, like our mortgage and personal loans verticals, for example. To complement that structure, we have a centralized marketing team in place to ensure cohesive messaging and standards across all our marketing channels and campaigns.”
Credit Karma leveraged this structure to launch a new product experience on mobile, known as Stories. Through Stories, Credit Karma "surfaces the most relevant information to each of its members in a newsfeed-like format, which makes it easier for members to understand, digest and take action,” Burton explains. From the moment users enter the product, they are presented with personalized insights and recommendations to help them achieve financial progress. During the test period Credit Karma rolled the product out to roughly 350,000 members and immediately saw a 3.1% increase in member engagement with the Credit Karma app. The numbers speak volumes and shed valuable light on the way ahead for the 2020 marketer. Burton’s advice: "Marketing is becoming engagement lifecycle marketing. Marketers must evolve their marketing strategy to layer up to that, and this requires a comprehensive suite of tools and a marketing structure that will allow you to provide personalized recommendations that drive interaction with your app and build trust."
#3 Push the boundaries and keep the passion.
An explosion in dating apps is driving massive revenues around the world, but it's also fueling increased competition for users. The latest numbers in the App Trend report note Social (which includes dating apps) as a top-grossing app category. Downloads remain robust (showing an increase of 3% over the previous year) and install costs are attractive. According to the report, the cost to acquire a user who commits to a subscription (the primary monetization model for many dating apps) is a steal. At $36.39, costs deep in the funnel are down nearly 60% compared to the previous year—and engagement rates at the higher end of the scale are a bonus.
Natasha Upal, VP of Marketing & Growth
Clover Inc.
But there is a catch. While marketers have cracked the code on what it takes to drive middle-funnel activity, such as registration, they have yet to decipher how to trigger the deep-funnel activities that count, such as purchases and subscriptions. In the case of social apps, nearly 60% of users register but fail to take the plunge. It's a dangerous disconnect that will require the 2020 marketers to be resourceful and radical at the same time, Natasha Upal, VP of Marketing & Growth at Clover Inc., an on-demand dating service, tells me in an interview.
Upal recommends a "bolder approach to unlocking new inventory." In practice, this means "exploring opportunities to address captive audiences on streaming services such as Spotify" or retrying channels that are shaping up to make a splash, such as Pinterest and Twitter. Another solid channel is Tik Tok. Clover launched on the short-form, video-sharing app through a beta in 2019 and “quickly saw CPIs of 30% less,” according to Upal. But it's not enough to diversify channels and spend to reach new audiences. Upal also urges marketers to test new DSPs (demand-side platforms) for automated ad purchases. Her tip: Do your homework to find DSPs that are app-first and mobile-first. A web focus doesn't cut it.
However, making the right channel and partner choices is an empty victory if marketers don't invest the effort to extract maximum value from them. "You need to be continually testing and trying," Upal explains. "It's exhausting, which is why you also need to have the intensity and the passion to keep the momentum going." Regular creative reviews and brainstorms help the team reflect, learn and keep up a continuous ideation flow, she adds. “It has led to some great out-of-the-box concepts but also novel ways to create brand awareness quickly and cost-effectively. For example, working with in-field Brand Ambassadors to create online advocacy.”
Being experimental is a plus, but the 2020 marketer will also need to inspire teams to take charge. "It’s a good idea to formalize this into someone’s job description or team, so the accountability for R&D is there," Upal explains. "It should also form an integral part of the marketing roadmap for the year with an allocated budget and specific targets." Drawing from her own product marketing background Upal has already applied many of those principles to the company's growth marketing approach.
Finally, she adds, keep individuals accountable but use regular touchpoints to remind that it is a team-wide responsibility to research, test and develop new tools, platforms and tactics. "Find the right balance between drumming up excitement for new ideas, services or tools—or whatever—but stay motivated by reminding your stakeholders that only one percent of what you test may actually fly," she adds. "To quote a dating analogy, you have to kiss a lot of frogs to find your prince."
From the vantage point of these three innovative practitioners, it's clear that the future is now. The 2020 marketer who heeds their advice will be making strategic investments in enduring success rather than chasing short-lived, quick wins that can't be predicted (or repeated).
In-home teeth-straightening business is booming ― but better brace yourself
Though Anna Rosemond, now 33, had braces when she was young, a couple of years ago she noticed her teeth were again starting to crowd. So when she saw a Groupon deal for SmileDirectClub, she jumped on it.
"I thought, 'This looks like a really cool way to do braces,'" said Rosemond, who made her own teeth impressions with putty and used a "smile stretcher" ― a device that pulls apart the lips and cheeks ― to take pictures of her mouth. A few weeks after she submitted the items, plastic aligners arrived in the mail, beginning what the company describes as Rosemond's "smile journey."
On that trip, there would be no time-consuming visits to a dental office, as her treatment would be overseen online through a SmileDirectClub-affiliated dentist or orthodontist — at a current cost of only $85 a month and a $250 down payment, according to the firm's website.
Initially, she said, the aligners sent in 2017 seemed to be working. But over time, Rosemond said, she grew concerned: "My teeth were literally moving at an angle."
Rosemond is part of a wave of patients who have embraced this do-it-yourself approach to orthodontia, hoping to attain a perfect smile without the high out-of-pocket cost and potential inconvenience of traditional braces or tooth aligners.
To be sure, technology enables consumers to do more at home, and dental care ― with its limited insurance coverage ― offers a large potential market. Home teeth-whitening kits have largely displaced in-office treatments, for example.
Now, teeth straightening is the newest dental frontier, with startups like SmileDirectClub, Candid, Smilelove and SnapCorrect advertising their services aggressively on billboards and social media.
When results are good, the DIY approach can yield thousands of dollars in savings. But when the treatment plan doesn't produce results or goes wrong, consumer-patients like Rosemond voice their frustrations in Facebook groups and complain to the Better Business Bureau or the Federal Trade Commission that they have nowhere to turn for help.
The companies do not make information public about success rates or problems — although SmileDirectClub says it has achieved a rating of 4.9 stars out of 5 on nearly 58,000 Google reviews — and there are few scientific studies of outcomes for direct-to-consumer orthodontics.
To get a simple refund after an initial 30-day period, patients are often asked to sign what SmileDirectClub calls a "release," stating the consumer won't complain publicly — which it says is fairly standard in business. A shareholder lawsuit against the firm says those releases suppress consumer complaints, leaving investors in the dark.
Consumer complaints to advocacy groups and regulators, including the FTC, the Food and Drug Administration and state attorneys general, as well as lawsuits, are accumulating.
Yet, SmileDirectClub, the company with the largest market share of direct-to-consumer orthodontics, says it's achieving its aim of disrupting the entrenched orthodontia industry.
"We have provided consumers for the first time with an affordable option that is also far more convenient for those who cannot afford to miss school or work or are disabled and cannot get to multiple office visits," said Susan Greenspon Rammelt, general counsel for SmileDirectClub.
Tiffanie Leatham, who worked as a dental assistant for SmileDirectClub for a year, felt the company pressured her to sign up patients whose teeth she thought were not suitable for aligners. "It was mostly sales with a small hint of dentistry," she said.
Recent SEC filings show SmileDirectClub spent more than half its revenue on marketing.
They saw the opportunity
The direct-to-consumer teeth-alignment industry was enabled by the arrival two decades ago of Invisalign, clear plastic aligners that offered an alternative to the hated "metal mouth" look of braces so familiar to a generation of children. Invisalign, however, is dispensed by dentists or orthodontists during in-office visits, so it's more costly for consumers.
While Invisalign sales remain high — its manufacturer, Align Technology, reported a record $2 billion in worldwide total revenue in 2018 — patents on the product began expiring in 2017.
SmileDirectClub saw the opportunity early and launched in 2014, with backing from Camelot Venture Group, a private investment group that also backed Quicken Loans and 1-800 Contacts. Initially, the startup's aligners were made by Align Technology; now, SmileDirectClub does its own manufacturing.
Nashville-based SmileDirectClub, which says it has served more than 750,000 customers worldwide and represents 95% of the at-home clear-aligner industry, went public on Wall Street in September 2019. Its customers almost tripled ― from 90,000 to 258,000 ― from 2017 to 2018, according to SEC filings. But the company has yet to post a profit, also according to its SEC filings.
SmileDirectClub said customers initially used impression kits at home. Now, the company said, most customers visit one of more than 360 "SmileShop" locations, some inside CVS or Walgreens pharmacies, where technicians take a 3D scan of their mouths. The total cost starts at $1,895, although financing or additional items, such as retainers, can add to the price, according to the firm's website.
Those impressions, photos and scans are sent to the firm's facility in Costa Rica, where technicians develop treatment plans and one of 85 dentists employed there reviews it. For U.S. customers, treatment plans are also reviewed by a dentist or orthodontist licensed in the state where the customer lives, says SmileDirectClub.
Customers then receive an image of what their teeth might look like after treatment and can decide whether to proceed. If they do, the facility sends off the plastic aligners, which are worn sequentially over a few months for 22 hours a day.
If there is a question or problem with the aligners, billing or other issues during the months-long treatment process, customer service agents are the first stop. They can route concerns to the affiliated dentists, said company executives. Sometimes, according to a written statement, "the treating doctor will ask to see the patient in person, or work with the patient's regular dentist."
In the same statement, SmileDirectClub said it could not comment directly on specific patients' experiences.
Direct-to-consumer aligners are clearly filling a niche, but one that makes some health care experts uncomfortable. "It's a symptom of a broken health care system: getting dubious-quality online services without much accountability because mainstream services are unaffordable," said Arthur Caplan, founding head of the division of medical ethics at NYU Grossman School of Medicine in New York.
As the industry has grown, so too have complaints from customers, pushback from dentistry's professional trade groups and scrutiny from regulators. More than 1,600 complaints have been lodged nationally against SmileDirectClub with the Better Business Bureau (BBB) in the past three years. The FDA has received at least 72 complaints regarding SmileDirectClub's products since 2017, according to a Kaiser Health News analysis of the agency's device database.
KHN contacted all 51 state attorneys general offices. But, of the 34 offices that responded to the request, 19 reported a total of 75 complaints concerning SmileDirectClub. The FTC also has received 175 complaints against the firm, though the majority (148) are duplicates of the complaints received by the BBB and the state attorneys general. SmileDirectClub's Instagram and Facebook posts also have generated many comments from dissatisfied consumers.
The other firms, all with far less market share, also figure in complaints filed with the BBB, including 54 against Candid, 10 against Smilelove and three against SnapCorrect.
Despite that, the BBB says it gives all the companies high grades because their business volume is high compared with the number of complaints filed and they demonstrate responsiveness to complaints. SmileDirectClub maintains an "A-minus" rating from the bureau. The other firms range from A to B-minus.
Many of the BBB, FTC and social media complaints focus on customer service issues, such as delays in receiving products or difficulty in obtaining answers to questions about treatment or getting refunds. Only a sliver of complaints ― 48 ― submitted to the BBB's website centered on clinical problems, Dr. Jeffrey Sulitzer, SmileDirectClub's chief clinical officer, said in a November interview.
One was submitted by Michael Anthony Johnson of Dallas, who alleges the company's aligners harmed his teeth.
Johnson, a 57-year-old CEO of online Centertainment Radio & TV, said he saw the advertisements and stopped in at a SmileDirectClub retail location to see if he would qualify. A technician took a 3D scan of his teeth.
"She said, 'I think you'll be fine,'" he recalled. "Two days later, I was approved."
For the first few months, all seemed well; but at month seven, several of his teeth broke, he said.
SmileDirectClub responded that the initial scans taken in their shop showed problems before he started treatment, including two broken teeth, fractures on one and a dark spot on another.
"Before you started remote clear aligners these areas of concern should have been addressed with your local dental provider," Charlene, with the company's dental team, wrote in response, according to the BBB website.
She also noted that Johnson had signed a consent form for his aligners, a document that includes one long paragraph declaring he had recently been to a dentist and taken care of any problems. Johnson said he did not read the multipage document before signing.
"The response back to me was, it's your fault," said Johnson. "No one said you need to go see the dentist. Yes, it's my fault for not reading the fine print, but the person taking my imprints, she never mentioned it." Johnson is now saving up money so he can get three teeth replaced with implants. For some, he said, the aligners may be a great product, but "I know, for me, it was not."
The company has argued it isn't liable for clinical problems raised by consumers, as it is not practicing dentistry but is merely a "dental support organization" ― essentially, the go-between. Rather, SmileDirectClub said its treating dentists and orthodontists are the responsible parties if something goes wrong.
Those treating dentists and orthodontists ― who earn an average of $50 per customer ― can review patients' files, ask the customer to submit more information or seek X-rays and even request that the patient get a deep cleaning before treatment, said Greenspon Rammelt, SmileDirectClub's general counsel.
However, SmileDirectClub dentists currently do not see the patient in person, and some experts say that is a problem. "A proper diagnosis cannot be done by a picture of teeth," said Chad Gehani, a practicing dentist and the American Dental Association's president. An examination, he added, is needed to detect things like cavities, shortened roots and gum disease, which could lead to problems, according to the ADA and the American Association of Orthodontists (AAO). Both groups discourage the use of online aligners.
SmileDirectClub announced on Jan. 14 that it would soon offer aligners through dentists and orthodontists.
Lawsuits and turf battles
Several lawsuits challenging SmileDirectClub — brought on behalf of consumers, dentists and shareholders — are ongoing.
One class-action case brought by dentists, orthodontists and consumers in Tennessee alleges the company engages in false advertising and unfair trade practices, although all of its consumer plaintiffs have withdrawn as of this month. SmileDirectClub had won a ruling that its customers all sign agreements to arbitrate disputes, rather than litigate. Shareholder lawsuits allege SmileDirectClub failed to disclose some concerns, including the level of consumer complaints, before the firm's initial public offering.
In separate action, after dental boards in Georgia and Alabama set rules requiring dentists oversee any scans done in retail settings, SmileDirectClub went to court. In its filings, SmileDirectClub alleges the boards, made up mainly of dentists and orthodontists, were trying to stifle competition.
SmileDirectClub has also sued the Dental Board of California, arguing it directed an investigator to "conduct a series of coordinated raids" on its retail stores that amounted to harassment.
The California case is pending in federal court. The Georgia and Alabama cases are also ongoing, pending before the 11th U.S. Circuit Court of Appeals.
The cases have drawn much interest: The AAO has filed amicus briefs in support of the Georgia and Alabama dental boards, backing their jurisdiction and authority to set rules. The Federal Trade Commission weighed in on behalf of SmileDirectClub on a part of the case that involves whether Alabama state lawmakers exercise enough supervision over the state's dental board.
As for Anna Rosemond, after sending multiple photos of her teeth to SmileDirectClub via Facebook Messenger, she said she was told to complete her treatment, despite her concerns about her teeth moving at an angle. Eventually, the company agreed to send her new aligners, but she said they didn't fit.
Fed up, Rosemond said, she stopped her credit card payments to SmileDirectClub. She ignored calls and emails about being sent to collections.
She said she consulted an orthodontist who told her, based on his review of previous X-rays and photos, she had a crossbite because of the SmileDirectClub treatment and would need braces with rubber bands to correct the issue.
She recently finished nine months of traditional orthodontics treatment from that orthodontist and loves her smile now that the braces are off.
"I'm so much more confident," said Rosemond. "And my bite feels great."
Retail Cloud Market 2020 Analysis by Manufacturers, Driver, Existing Trends and Global Forecast by 2027
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IBM Corporation (U.S), Oracle Corporation (U.S), SAP SE (Germany), Microsoft Corporation (U.S), Syntel, Inc. (U.S.), Cisco Systems Corporation (U.S), Google, Inc. (U.S), Fujitsu Global (Japan), Infor, Inc., (U.S)
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The Retail Cloud report offers a summarized format of important factors such as critical explanation, product classification and other industry-related data. This report provides you with insights into the future of the Retail Cloud market for the timeframe 2020 to 2027. In this report, you will get a look at the demand-supply dynamics, pricing analysis, revenue, costing, tentative margins, most geographical regions, latest technologies, customer groups, and value chain. This report can be portrayed as a comprehensive investigation of the growth analysis in this industry. Get an in-depth look at the present demand in the market and restrictions. Moreover, find the major as well as minor features of the Retail Cloud market players and emerging industries with value-chain analysis.
Retail Cloud Market 2020 Forecast to 2027Market Segment by Regions, regional analysis covers:
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Retail Cloud Market TOC Covers the Following Points:
1 INTRODUCTION1.1 Definition1.2 Scope of Study1.2.1 RESEARCH OBJECTIVE1.2.2 ASSUMPTIONS and LIMITATIONS1.2.2.1 ASSUMPTIONS1.2.2.2 LIMITATIONS1.3 MARKET STRUCTURE:2 RESEARCH METHODOLOGY2.1 RESEARCH PROCESS:2.2 Primary Research2.3 SECONDARY RESEARCH:3 MARKET DYNAMICS3.1 DRIVERS3.1.1 GROWING Demand for newly developed Retail Cloud3.1.2 Growing trend of Outsourcing3.1.3 Growing Retail Cloud Industry in developing nations3.2 RESTRAINTS3.3 OPPORTUNITIES3.4 MACROECONOMIC INDICATORS4 MARKET FACTOR ANALYSIS4.1 Porters Five forces Model4.2 Bargaining power of suppliers4.3 BARGAINING POWER OF BUYERS4.4 THREAT OF NEW ENTRANTS4.5 Threat of Substitutes4.6 Intensity of Rivalry5 global Retail Cloud market, by Type6 global Retail Cloud market, By Application7 global Retail Cloud market, By Manufacturing Methods7.1 In-House Manufacturing7.2 Contract Manufacturing7.2.1 introduction8 Global Retail Cloud market, by region8.1 North America8.1.1 Introduction8.2 Europe8.2.1 Introduction8.3 Asia-Pacific8.3.1 introduction8.4 Middle East and Africa8.4.1 Introduction9 Competitive landscape9.1 Major Strategies adopted by market players9.1.1 STRATEGIC PARTNERSHIP9.1.2 Merger and Acquisition10 company profile10.1 Company 110.1.1 Overview10.1.2 Product Overview10.1.3 Financials10.1.4 Key Developments
PRIMARY RESEARCH
This research contains data and forecasts collected from distinct corporations, auditory boards, and professionals in the Retail Cloud domain. Research that was conducted specifically targeted the supply and demand mechanisms in the worldwide market. The supply mechanisms taken into account were the manufacturers, vendors, distributors and sale points for the Retail Cloud domain.
Secondary Research
Secondary research for Retail Cloud Market Report 2019-2027 was collected from verified and autonomous research bodies in the Retail Cloud domain. Data for these reports are from globally accepted publications and auditory bodies in the Retail Cloud industry. Our secondary research has been collected from public databases, regulatory bodies and government records, published reports from certified publications, white papers and investor presentations.
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