• Deepfakes of Chinese influencers are livestreaming 24/7 | MIT Technology Review
    https://www.technologyreview.com/2023/09/19/1079832/chinese-ecommerce-deepfakes-livestream-influencers-ai

    Scroll through the livestreaming videos at 4 a.m. on Taobao, China’s most popular e-commerce platform, and you’ll find it weirdly busy. While most people are fast asleep, there are still many diligent streamers presenting products to the cameras and offering discounts in the wee hours.

    But if you take a closer look, you may notice that many of these livestream influencers seem slightly robotic. The movement of their lips largely matches what they are saying, but there are always moments when it looks unnatural.

    These streamers are not real: they are AI-generated clones of the real streamers. As technologies that create realistic avatars, voices, and movements get more sophisticated and affordable, the popularity of these deepfakes has exploded across China’s e-commerce streaming platforms.

    Today, livestreaming is the dominant marketing channel for traditional and digital brands in China. Influencers on Taobao, Douyin, Kuaishou, or other platforms can broker massive deals in a few hours. The top names can sell more than a billion dollars’ worth of goods in one night and gain royalty status just like big movie stars. But at the same time, training livestream hosts, retaining them, and figuring out the technical details of broadcasting comes with a significant cost for smaller brands. It’s much cheaper to automate the job.

    The technology has mostly been known for its problematic use in revenge porn, identity scams, and political misinformation. While there have been attempts to commercialize it in more innocuous ways, it has always remained a novelty. But now, Chinese AI companies have found a new use case that seems to be going quite well.

    Back then, Silicon Intelligence needed 30 minutes of training videos to generate a digital clone that could speak and act like a human. The next year, it was 10 minutes, then three, and now only one minute of video is needed.

    And as the tech has improved, the service has gotten cheaper too. Generating a basic AI clone now costs a customer about 8,000 RMB ($1,100). If the client wants to create a more complicated and capable streamer, the price can go up to several thousands of dollars. Other than the generation, that fee also covers a year of maintenance.

    Once the avatar is generated, its mouth and body move in time with the scripted audio. While the scripts were once pre-written by humans, companies are now using large language models to generate them too.

    Now, all the human workers have to do is input basic information such as the name and price of the product being sold, proofread the generated script, and watch the digital influencer go live. A more advanced version of the technology can spot live comments and find matching answers in its database to answer in real time, so it looks as if the AI streamer is actively communicating with the audience. It can even adjust its marketing strategy based on the number of viewers, Sima says.

    These livestream AI clones are trained on the common scripts and gestures seen in e-commerce videos, says Huang Wei, the director of virtual influencer livestreaming business at the Chinese AI company Xiaoice. The company has a database of nearly a hundred pre-designed movements.

    “For example, [when human streamers say] ‘Welcome to my livestream channel. Move your fingers and hit the follow button,’ they are definitely pointing their finger upward, because that’s where the ‘Follow’ button is on the screen of most mobile livestream apps,” says Huang. Similarly, when streamers introduce a new product, they point down—to the shopping cart, where viewers can find all products. Xiaoice’s AI streamers replicate all these common tricks. “We want to make sure the spoken language and the body language are matching. You don’t want it to be talking about the Follow button while it’s clapping its hands. That would look weird,” she says.

    Spun off from Microsoft Software Technology Center Asia in 2020, Xiaoice has always been focused on creating more human-like AI, particularly avatars that are capable of showing emotions. “Traditional e-commerce sites just feel like a shelf of goods to most customers. It’s cold. In livestreaming, there is more emotional connection between the host and the viewers, and they can introduce the products better,” Huang says.

    After piloting with a few clients last year, Xiaoice officially launched its service of generating under-$1,000 digital clones this year; like Silicon Intelligence, Xiaoice only needs human streamers to provide a one-minute video of themselves.

    And like its competitors, Xiaoice clients can spend more to fine-tune the details. For example, Liu Jianhong, a Chinese sports announcer, made an exquisite clone of himself during the 2022 FIFA World Cup to read out the match results and other relevant news on Douyin.

    A cheap replacement for human streamers

    These generated streamers won’t be able to beat the star e-commerce influencers, Huang says, but they are good enough to replace mid-tier ones. Human creators, including those who used their videos to train their AI clones, are already feeling the squeeze from their digital rivals to some extent. It’s harder to get a job as an e-commerce livestream host this year, and the average salary for livestream hosts in China went down 20% compared to 2022, according to the analytics firm iiMedia Research.

    But the potential for companies to complement human work by keeping the livestream going during the hours when fewer people are watching means it’s hard to justify the cost of hiring real streamers.

    That’s already happening. In the post-midnight hours, many of the streaming channels on popular e-commerce platforms like Taobao and JD feature these AI-generated streamers.

    Previous examples have shown that deepfake technologies don’t need to be perfect to deceive viewers. In 2020, a scammer posed as a famous Chinese actor with the aid of crude face-swapping tools and still managed to get thousands of dollars from unsuspecting women who fell in love with his videos.

    “If a company hires 10 livestream hosts, their skill levels are going to vary. Maybe two or three streamers at the top would contribute to 70% to 80% of the total sales,” says Chen Dan, the CEO of Quantum Planet AI, a company that packages technologies like Xiaoice’s and sells them to corporate clients. “A virtual livestream host can replace the rest—six or seven streamers that contribute less and have lower ROI [return on investment] rates. And the costs would come down significantly.”

    Chen says he has witnessed a lot more interest from brands in AI streamers this year, partly because everyone is looking to “降本增效”—lower costs and improve efficiency, the new buzzword among Chinese tech companies as the domestic economy slows down.

    Chen has over 100 clients using Xiaoice’s service now, and these virtual streamers have brokered millions of dollars in sales. One Xiaoice streamer brought in over 10,000 RMB ($1,370) in revenue in just one hour.

    There are still drawbacks, he says. For example, many of his clients are furniture brands, and although the AI is clever enough to speak and use gestures, it can’t really sit on a sofa or lie in a bed, so the streams lack the appeal of real users testing the products.

    The rising popularity of AI-generated livestreams has also caught the attention of video platforms like Douyin, the Chinese version of TikTok, as well—though it’s taking a different approach than other tech giants. It’s seemingly more concerned with transparency and it said in a May document that all videos generated by AI should be labeled clearly as such on the platform, and that virtual influencers need to be operated by real humans. The platform has always banned the use of recorded videos as livestreams. AI-generated livestreaming, with no recorded footage but also little real-time human input, straddles the line on that rule.

    The Chinese government made several laws in the past two years on synthetic media and generative AI that would apply to the use in e-commerce streaming. But the effects of government and platform regulations remain to be seen, because the technology is still too new to have met serious enforcement.

    For Silicon Intelligence, its next step is to add “emotional intelligence” to the AI streamers, Sima says: “If there are abusive comments, it will be sad; if the products are selling well, it will be happy.” The company is also working on making AI streamers interact and learn from each other.

    The company has had a fascinating and sort of terrifying goal since its beginning: it wants to create “100,000,000 silicon-based laborers” by 2025. For now, Sima says, the company has generated 400,000 virtual streamers. There’s still a long way to go.

    #Intelligence_artificielle #Médias_de_synthèse #Chine #Streamers
    #Commerce_electronique

  • « Pays-Bas, un empire logistique au coeur de l’Europe » : https://cairn.info/revue-du-crieur-2023-1-page-60.htm
    Excellent papier du dernier numéro de la Revue du Crieur qui montre comment le hub logistique néerlandais a construit des espaces dérogatoires aux droits pour exploiter des milliers de migrants provenant de toute l’Europe. Ces zones franches optimisent la déréglementation et l’exploitation, générant une zone de non-droit, où, des horaires de travail aux logements, toute l’existence des petites mains de la logistique mondiale dépend d’une poignée d’employeurs et de logiciels. L’article évoque notamment Isabel, le logiciel de l’entreprise bol.com qui assure la mise à disposition de la main d’oeuvre, en intégrant statut d’emploi, productivité, gérant plannings et menaces... optimisant les RH à « l’affaiblissement de la capacité de négociation du flexworker ». Une technique qui n’est pas sans rappeler Orion, le logiciel qui optimise les primes pour les faire disparaitre... https://www.monde-diplomatique.fr/2022/12/DERKAOUI/65381

    Les boucles de rétroaction de l’injustice sont déjà en place. Demain, attendez-vous à ce qui est testé et mis en place à l’encontre des migrants qui font tourner nos usines logistiques s’élargisse à tous les autres travailleurs. #travail #RH #migrants

  • The first “Meta Store” is opening in California in May | Ars Technica
    https://arstechnica.com/information-technology/2022/04/the-first-meta-store-is-opening-in-california-in-may

    Il y a un côté fascinant de voir toutes ces entreprises du numérique vouloir ouvrir des magasins. Pour Apple Store qui marche bien, tous les autres ’Amazon, Microsoft) patinent.. Maintenant Meta.
    Objectif : showcase des produits Virtual reality.
    Ou alors moyen de vraiment lancer la marque Meta.

    On May 9, Meta will double down on its metaverse sales pitch by... making people drive to California to sample its wares at a single physical location.

    The uncreatively named Meta Store will showcase every physical product the company sells under its various branded umbrellas, particularly the Meta Quest 2 VR system (formerly Oculus Quest 2). The company’s first retail store will be housed in a 1,550-square-foot space on Meta’s Burlingame, California, campus, which houses a number of Meta’s VR- and AR-specific development efforts, and it will allow the public to test and purchase any of Meta’s physical products.

    #Commerce_électronique #Brick_and_mortar #Meta

  • Amazon : condamnation de 1,28 milliard € pour “domination absolue”
    https://actualitte.com/article/103782/economie/amazon-condamnation-de-1-28-milliard-pour-domination-absolue

    À bien des égards, Amazon rime avec condamnation. Aujourd’hui, la multinationale doit payer une amende de 1,28 milliard € auprès de l’AGCM, Autorità Garante della Concorrenza e del Mercato [Autorité de la Concurrence et du Marché]. Cette décision a été prise en Italie pour sanctionner la position de « domination absolue » de l’entreprise, par son service de traitement des commandes.

    #Amazon #Antitrust #Concurrence #Commerce_électronique

  • FTC to Ramp up Enforcement against Illegal Dark Patterns that Trick or Trap Consumers into Subscriptions | Federal Trade Commission
    https://www.ftc.gov/news-events/press-releases/2021/10/ftc-ramp-enforcement-against-illegal-dark-patterns-trick-or-trap

    Il faut une loi semblable en France !!!
    Quand je disais que Lina Khan (qui dirige actuellement la FTC) était une personne à suivre...

    The Federal Trade Commission issued a new enforcement policy statement warning companies against deploying illegal dark patterns that trick or trap consumers into subscription services. The agency is ramping up its enforcement in response to a rising number of complaints about the financial harms caused by deceptive sign up tactics, including unauthorized charges or ongoing billing that is impossible cancel.

    The FTC’s policy statement puts companies on notice that they will face legal action if their sign-up process fails to provide clear, up-front information, obtain consumers’ informed consent, and make cancellation easy.

    “Today’s enforcement policy statement makes clear that tricking consumers into signing up for subscription programs or trapping them when they try to cancel is against the law,” said Samuel Levine, Director of the FTC’s Bureau of Consumer Protection. “Firms that deploy dark patterns and other dirty tricks should take notice.”

    This policy statement builds on the many enforcement actions taken by the FTC and other law enforcement agencies against illegal subscription tricks and traps sometimes used by unscrupulous sellers in automatic renewal subscriptions, continuity plans, free-to-pay or free-to-pay conversions, and pre-notification plans.

    The FTC has brought cases challenging a variety of illegal subscription practices. It has sued companies that hid important payment information, or even the fact that consumers would be charged at all, behind hyperlinks, hover-overs or in inconspicuous places or buried on pages beyond the initial offer page. It has sued companies that made consumers wait on hold or listen to lengthy ads before they could cancel. It has sued companies that converted free trials to paid subscriptions before the free trial ended. And, recently, the FTC sued a company that failed to disclose that widely advertised, material benefits of the subscription were no longer available.

    Under the enforcement policy statement issued today, businesses must follow three key requirements or be subject to law enforcement action, including potential civil penalties:

    Disclose clearly and conspicuously all material terms of the product or service, including how much it costs, deadlines by which the consumer must act to stop further charges, the amount and frequency of such charges, how to cancel, and information about the product or service itself that is needed to stop consumers from being deceived about the characteristics of the product or service. The statement provides detail on what clear and conspicuous means, particularly noting that the information must be provided upfront when the consumer first sees the offer and generally as prominent as the deal offer itself.
    Obtain the consumer’s express informed consent before charging them for a product or services. This includes obtaining the consumer’s acceptance of the negative option feature separately from other portions of the entire transaction, not including information that interferes with, detracts from, contradicts, or otherwise undermines the consumer’s ability to provide their express informed consent.
    Provide easy and simple cancellation to the consumer. Marketers should provide cancellation mechanisms that are at least as easy to use as the method the consumer used to buy the product or service in the first place.

    #Souscriptions #Lina_Khan #Régulation #Commerce_électronique

  • Why Does Walmart Want to Buy TikTok? - The New York Times
    https://www.nytimes.com/2020/08/28/technology/tiktok-walmart-ecommerce.html

    Walmart’s late entry this week into the scramble to buy TikTok’s U.S. operations left some people with a question.

    Two questions, actually:

    Walmart? Really?

    But the proposed teaming up of the giant retailer and Microsoft to run the video app in the United States makes more sense in light of the direction TikTok’s owner has taken its sibling app in China, its home country.

    That version of the app, Douyin, which works much like TikTok but is available only in China, has become not only a platform for goofy videos but also an e-commerce destination with the kind of reach among young buyers that Walmart would love to have.

    The Chinese social media giant that runs both apps, ByteDance, began testing e-commerce features on Douyin in 2018. That was well before the company rolled out a “Shop Now” button on TikTok in recent months that redirects users to shopping sites.

    Smartphone users in China have taken, in a big way, to buying things while they watch people hawk the products — think QVC and late-night television infomercials reinvented for the mobile age. Chinese e-commerce platforms have for years been adding livestreaming to their apps, and video apps have been adding shopping functions. In all, $140 billion in merchandise could be sold in China this year via livestreaming, more than double last year’s amount, according to estimates by the research firm Bernstein.

    The sheer size of the Chinese consumer market has created a vast field for retail experiments of other kinds as well. One of the country’s newest e-commerce giants, Pinduoduo, has turned internet shopping into something more like a surreal video game. For Pinduoduo’s fans, the process of stumbling across strange new products, at ludicrously low prices, is a big part of the experience. Actually receiving those products is almost secondary. Currently, nearly 570 million people use Pinduoduo’s app every month.

    #TikTok #Commerce_electronique #Wallmart

  • Google Takes Aim at Amazon. Again. - The New York Times
    https://www.nytimes.com/2020/07/23/technology/google-ecommerce-amazon.html

    On Thursday, Google announced that it would take steps to bring more sellers and products onto its shopping site by waiving sales commissions and allowing retailers to use popular third-party payment and order management services like Shopify instead of the company’s own systems. Currently, commissions on Google Shopping range from a 5 percent to 15 percent cut depending on the products.

    Google is usually the starting point for finding information on the internet, but that is often not the case when consumers are searching for a product to buy. More consumers in the United States are turning first to Amazon to find products that they plan to purchase. This has allowed Amazon to build a rapidly growing advertising business, which is a threat to Google’s main financial engine.

    Google announced in April that it would allow anyone to list products for free on its shopping site, reversing its previous policy of requiring sellers to buy an ad for products to appear. The company also announced that those free listings would appear on its search results. By eliminating the cost of listing and selling products, Google aims to make it more appealing for retailers to put products in front of the search engine’s enormous user base.

    In an interview, Mr. Ready said most retailers were already lagging behind in e-commerce before the pandemic hit. And as more consumers moved to shop online in recent months, the gap has widened with much of the growth in online sales swallowed by a handful of players.

    #Google #Amazon #Commerce_électronique

  • First the trade war, then the pandemic. Now Chinese manufacturers are turning inward. | MIT Technology Review
    https://www.technologyreview.com/2020/06/03/1002573/pandemic-us-china-trade-war-impact-on-manufacturers

    Then, before his business had fully recovered, covid-19 ripped through the world. Exports tanked, saddling Zhu with a stream of order cancellations worth an estimated $4 to $5 million. Domestic sales also suffered as physical stores shuttered under pandemic control restrictions. “The impact could’ve been huge,” he says. “My factory is really big; I have so many workers to support.”

    But Zhu fortunately had another sales channel. In 2018, Pinduoduo, an e-commerce giant targeted at consumers in China’s smaller cities, launched an initiative to connect manufacturers with the domestic market. Under a so-called “consumer-to-manufacturer,” or C2M, model, the platform began using its massive pools of data and AI algorithms to help Chinese manufacturers predict consumer preferences and develop brands specifically for a domestic audience.

    Pinduoduo told manufacturers not only how to customize their products—down to the wash of a jean or the length of a sock. It also advised them on how to redesign their packaging, how to set their prices, and how to market their goods online. In this way, manufacturers could improve the efficiency of their production, which in turn made the products cheaper for consumers. And platforms could monetize new users with advertising. This helped both the platform and manufacturers alike tap into a rapidly growing middle-class consumer base. Whereas upper-class consumers care more about international brands, this newer wave of consumers care more about quality products at lower prices.

    When the pandemic hit, Pinduoduo quickly expanded its initiative. It added new incentives for affected manufacturers to join its platform, welcoming them to adopt its live-streaming service (link in Chinese) and holding promotional sales events.

    As China’s access to international markets has grown more unreliable—with a possible trade fight renewal looming on the horizon—the country has increasingly sought to ramp up domestic consumption in an effort to stave off a greater economic recession.

    “The problem is China is losing [overseas] demand,” says Derek Scissors, a resident scholar at the American Enterprise Institute, where he researches trade policy and US-China relations. “You want to replace it with Chinese demand.”

    As well as Pinduoduo, other Chinese e-commerce giants, including Alibaba-owned Taobao and JD, are now offering C2M services. Since the start of this year, all three have set new goals for expanding their C2M initiatives. Pinduoduo, which helped launch 106 manufacturer-owned brands in 2019, aims to establish 1,000 more. It also signed a strategic partnership in April with the government of Dongguan, where Zhu’s factory is based, one of China’s largest manufacturing hubs.

    As the partnerships have produced promising results, manufacturers have also doubled down on their domestic brand strategies. Chen Zhuoyue, the owner of a toy manufacturing company based in Chenghai, Guangdong, joined JD’s C2M program in 2018. After JD helped him customize his products and develop a new pricing strategy, the platform quickly grew to account for 50% of his domestic sales. When the pandemic hit and his exports sharply declined from 30% to less than 5% of his revenue, he took it as a sign to open up two new JD stores and launch more domestic brands.

    It’s not that Chen will stop working with foreign brands. “As a businessman, I’m always thinking about how to expand into more markets,” he says. If exports were to return back to normal and his long-term foreign collaborators came knocking on his door, he would gladly continue fulfilling their orders. At the same time, now that he’s launched his own brand, he sees it as an important source of growth and stability. “My plan is to expand our domestic presence,” he says. “This year I want to increase our investment in this area.”

    It’s not clear whether domestic markets alone will be able to compensate for China’s variable access to international markets over the long run. On one hand, the country’s middle class has rapidly increased their spending power and is expected to grow to a market size of 1,008 billion RMB ($141 million) by 2022, according to iResearch. On the other, even before the pandemic, the manufacturing industry was already struggling with too much supply, says Scissors, and it relied on the US and other overseas markets to “dump their manufacturing excess,” he says. As a result, he’s unconvinced that a new model like C2M would resolve such deeply-entrenched macroeconomic issues. If anything, he sees C2M instead as a savvy push from e-commerce giants to grow their own profits.

    #Chine #Commerce_électronique #C2M #Consumer-to-manufacturer #Marché_interieur #Mondialisation

  • Les influenceurs changent la face du marketing
    https://www.lemonde.fr/economie/article/2019/10/06/les-influenceurs-changent-la-face-du-marketing_6014435_3234.html

    Pour accéder à des audiences internationales, les marques consacrent une part croissante de leur budget publicitaire à des opérations de séduction sur les réseaux sociaux, menées par de jeunes « icônes » qui contribuent à forger une nouvelle culture de la vente.

    Renan Pacheco, 24 ans, a commencé à poster ses photos de voyage sur Instagram, il y a cinq ans, alors qu’il étudiait l’économie et la gestion à l’université Paris-Dauphine. « Cela a démarré comme une passion, le métier d’influenceur n’existait pas. » Aujourd’hui, c’est devenu son gagne-pain. Au retour de son dernier voyage dans sa famille, au Brésil, ce jeune homme au profil de mannequin n’oublie pas de poser tout sourire, une valise à la main, et de remercier son client Samsonite.

    Influenceurs, motivateurs, créateurs de talents, ou « KOL » (acronyme de key opinion leader, en vogue en Asie), ils sont désormais des millions dans le monde et 150 000 en France à connecter, comme lui, des marques à leurs communautés sur les réseaux sociaux. Décoiffant au passage la façon de parler des produits, de les concevoir et, dans un avenir proche, de les vendre. « Les influenceurs ont un énorme pouvoir entre les mains, ils sont les nouveaux médias », affirme Lolita Abraham, qui réunissait à Monaco, début octobre, 150 influenceurs du monde entier pour les Influencers Awards, « Oscars » d’une profession en quête de reconnaissance.

    #Commerce_électronique #Influenceurs #Publicité

  • Pas d’effet « gilets jaunes » sur le e-commerce Le Figaro.fr avec Reuters - 10 Décembre 2019 _
    http://www.lefigaro.fr/flash-eco/2019/01/10/97002-20190110FILWWW00262-pas-d-effet-gilets-jaunes-sur-le-e-commerce.php

    Le e-commerce n’a finalement pas profité des perturbations provoquées par le mouvement des « gilets jaunes », qui a lourdement pénalisé le commerce pendant les fêtes de fin d’année en France, selon une enquête publiée jeudi. Le montant moyen dépensé sur internet s’est élevé à 289 euros en moyenne, un budget resté stable par rapport à 2017 pour 51% des personnes interrogées, indiquent les chiffres compilés par la Fédération du e-commerce et de la vente à distance (Fevad) et l’institut de sondage CSA.

    Par ailleurs, le nombre d’acheteurs en ligne est lui aussi resté stable par rapport à l’an dernier, 73% des "cyber-acheteurs" ayant fait leurs courses de Noël sur internet, contre 75% l’an dernier. Les résultats de l’enquête montrent aussi qu’il n’y a pas eu de report des achats depuis les magasins physiques vers internet.

    "Si 32% des e-acheteurs déclarent avoir acheté une plus grande part de leurs cadeaux sur internet pendant le mouvement des « gilets jaunes », en parallèle, 27% disent avoir acheté une plus grande part de leurs cadeaux en magasin". La grande distribution a quant à elle évalué entre 300 et 500 millions d’euros la perte de chiffre d’affaires liée aux blocages d’entrepôts ou d’accès aux magasins en novembre et décembre derniers.

    Les commerçants attendent maintenant beaucoup des soldes qui viennent de commencer pour écluser des stocks pléthoriques, en particulier dans l’habillement.

    #e-commerce #internet #amazon 

     #commerce #économie #commerce_électronique #GiletsJaunes #web

  • Morgan Stanley: Google should give out free smart speakers to beat Amazon
    https://www.cnbc.com/2018/06/28/morgan-stanley-google-should-give-out-free-smart-speakers-to-beat-ama.html

    Quand c’est gratuit, c’est toi le produit... once again.

    One top Wall Street firm believes Google’s parent company, Alphabet, needs take dramatic measures to compete with the success of the Amazon Echo.

    Morgan Stanley told its clients that the internet giant should defend its retail ad sales turf by giving away its Home Mini devices, and it wouldn’t cost that much.

    “We argue Alphabet needs more devices/smart speakers in people’s homes. The growth of voice shopping combined with Amazon’s expected install base advantage could threaten long term growth in Alphabet’s high-monetizing retail search category,” analyst Brian Nowak said in a note Thursday. “Like the mobile transition when Alphabet gave Android to OEMs and began paying Apple to power Safari search, we believe Alphabet should give away a Google Home Mini to every US (arguably global) household.”

    Nowak estimates Amazon will have 62 percent share of the U.S. smart speaker market at year-end 2018 versus 33 percent for Alphabet. The analyst projects more than 70 percent of U.S. households will own a smart speaker with voice commerce capabilities by 2022. He says it will “only” cost Alphabet $3.3 billion, which is a “small price to pay” given the opportunity.

    “We see voice shopping likely leading to faster eCommerce adoption…so in our view, the only question is whether/how much Alphabet will participate in voice commerce monetization,” he said. “More aggressive investment in a Google Home Mini giveaway could also drive the sum of parts [valuation] narrative.”

    Nowak also predicts Alphabet will miss the second-quarter earnings per share Wall Street consensus estimate by 1 percent due to currency effects and investment spending.

    He reiterated his overweight rating on the company’s shares and raised his price target to $1,250 from $1,200 because of Alphabet’s long-term opportunity to increase its profits.

    #Google #Commerce_électronique #Enceintes_connectées

  • How Amazon Delivers on Its Core Product : Convenience - Knowledge Wharton
    http://knowledge.wharton.upenn.edu/article/power-amazons-fulfillment-network

    Amazon sells more goods than any one person could count – but the e-commerce giant’s true “core product” is convenience, and how quickly it can get an order from customers’ virtual shopping carts to their real-life doorsteps.

    Part of what makes it so easy for Amazon to offer two-day or even same-day shipping to customers is its vast network of distribution centers, which are located across the U.S. and store and ship products to their final destinations. New research from Wharton business economics and public policy professor Katja Seim takes a closer look at how significantly expanding that distribution center network over the past decade has been key to Amazon’s growth strategy.

    Seim recently spoke to Knowledge@Wharton about her paper, “Economies of Density in E-Commerce: A Study of Amazon’s Fulfillment Center Network,” which was co-authored with Cornell’s Jean-Francois Houde and Penn State’s Peter Newberry.

    Une étude intéressante sur la localisation des centres de distribution de Amazon (et l’importance du paiement des impôts et autres facilités fiscales).

    #Amazon #Commerce_électronique

  • SNCF : les prix des billets risquent-ils de « mécaniquement exploser » avec la grève ?
    http://abonnes.lemonde.fr/economie/article/2018/03/20/sncf-pourquoi-les-prix-des-billets-risquent-de-mecaniquement-explose

    La direction ne confirme pas cette information. « Aucune décision en ce sens n’a été prise à ce stade », déclare un porte-parole, mais l’entreprise laisse filtrer le fait que le plan de transport sera certainement revu à la baisse . « Les lendemains de grève sont toujours des moments difficiles de reprise, puisque le mouvement se prolonge jusqu’à 8 heures, glisse un responsable. Ces jours précis, nous allégerons probablement l’offre afin de ne pas risquer de promettre ce que nous ne pourrons pas tenir. »

    Cette décision aura-t-elle pour conséquence de faire grimper les prix par le jeu du yield management ? Cette pratique inspirée de la gestion des chambres d’hôtel et consistant à optimiser le prix de chaque siège d’un même train en fonction de la vitesse de réservation et du niveau de la demande est d’usage courant à la SNCF. « La décision a été prise d’augmenter les prix entre les jours de grève », affirme un employé de Voyages SNCF au « Monde ». « Les prix pourraient mécaniquement exploser, ajoute un cadre interne. A moins que la direction décide de limiter la hausse. »

    De son côté, Voyages SNCF « dément formellement », dans un communiqué, toute inflation tarifaire liée à la mécanique du yield management sur les « billets de TGV et Intercités pendant la période de grève. Consciente de la difficulté des clients à s’organiser pour des voyages en avril, la direction de la SNCF porte une attention particulière aux prix des trains les jours de non-grève. Les prix habituellement pratiqués restent les mêmes sur ces journées. »

    Ben tiens, "dément formellement"... et c’est avant la concurrence ;-)

    #Algorithmes #Politique_algorithmes #Prix #Transports #Commerce_électronique

  • UP Magazine - Les Chinois bousculent les géants de la Silicon Valley
    http://up-magazine.info/index.php?option=com_content&view=article&id=7155:les-chinois-bouscule

    Champion des jeux vidéo mobiles et opérateur de la populaire messagerie WeChat, Tencent est devenu la semaine dernière le premier groupe technologique chinois à valoir 500 milliards de dollars, surpassant brièvement le californien Facebook.

    Le numéro un chinois de la vente en ligne, Alibaba, coté à Wall Street, est juste derrière, réduisant l’écart avec l’américain Amazon. Un coup de semonce symbolique pour les mastodontes de la Silicon Valley, qui verrouillaient jusqu’ici le club des cinq premières valorisations boursières mondiales.

    Cette année, Tencent et Alibaba ont vu leur cours doubler, à l’unisson d’une envolée des revenus.
    Leur succès « s’explique d’abord par le décollage de l’internet mobile », dopé par des fabricants chinois de smartphones à prix abordable, décrypte à l’AFP Shameen Prashantham, de l’école de commerce CEIBS à Shanghai.

    Quelque 724 millions de Chinois se connectent au web via leur portable, selon le gouvernement. De quoi gonfler spectaculairement les bases d’usagers et le volume des données collectées, « les lois sur la vie privée étant ici bien moins protectrices qu’en Occident », indique M. Prashantham.

    Aujourd’hui, Tencent profite de son addictif jeu « Honor of Kings », tandis que son application WeChat (messagerie, réseau social, e-commerce, jeux...) compte près d’un milliard d’usagers, dont la moitié y consacre 90 minutes par jour : un enthousiasme que n’enraye pas l’étroite censure des contenus en Chine. Alibaba, quant à lui, domine la moitié du e-commerce chinois entre entreprises et particuliers, tout en se diversifiant tous azimuts, depuis les magasins en dur jusqu’à la finance et aux contenus numériques.

    Certes, tous deux profitent des déboires de leurs concurrents américains sur le marché chinois : Facebook est banni en Chine ; e-Bay y a rapidement jeté l’éponge ; Amazon peine à décoller et a récemment dû céder des actifs dans le « cloud » chinois.

    S’y ajoutent des modèles économiques rémunérateurs nourris par l’intelligence artificielle. Alors qu’Amazon prend sa part sur chaque transaction, Alibaba gagne l’essentiel de ses revenus via ses recettes publicitaires très ciblées. « Sans pub, on n’écoule rien », confirme à l’AFP Liu Song, vendeur de vêtements sur la plateforme Tmall d’Alibaba, déplorant de « devoir acheter tous les mots-clefs correspondant à chaque article » pour toucher d’éventuels clients.

    Tencent, lui, vend des objets virtuels aux joueurs d’"Honor of Kings" ou des émoticônes sur WeChat. Seulement 17% de ses revenus viennent de la publicité (contre 97% pour Facebook). De plus, les contenus des usagers de WeChat sont stockés sur leur smartphone et non sur d’onéreux serveurs extérieurs.

    Enfin, si leurs revenus restent concentrés en Chine, les deux groupes « affichent leurs ambitions d’écosystèmes globalisés (...) au grand bonheur de Pékin », rappelle Wei Wei, fondatrice du cabinet GSL Innovation. Aux États-Unis, Tencent investit dans Snapchat et Tesla, Alibaba implante des laboratoires en Californie... « Ils y sont en mode d’apprentissage, désavantagés », tempère Shameen Prashantham.

    À l’inverse, sur les marchés émergents, ils peuvent s’imposer grâce à leur expérience des mutations chinoises : Alibaba contrôle déjà la plateforme Lazada en Asie du Sud-Est, Tencent investit dans des applis d’e-commerce et de taxis en Inde.

    De quoi effrayer les colosses américains ? Pas nécessairement, selon Mme Wei. « Mais ils doivent se préparer à voir ces acteurs chinois entrer dans l’arène internationale. »

    Cependant, « Tencent n’a pas imité des formules occidentales, il s’est efforcé d’innover. On lui doit l’essor du paiement électronique », insiste Huang Hao, chercheur à l’Académie chinoise des sciences sociales.
    Idée novatrice : Tencent a permis aux usagers de WeChat d’échanger des « étrennes (enveloppes rouges) électroniques », souligne-t-il, tandis qu’Alibaba élaborait sa plateforme de paiement en ligne Alipay.

    Puis leurs systèmes rivaux de paiement mobile ont décollé grâce aux applications de réservation de taxi, avant de conquérir la quasi-totalité des magasins et restaurants du pays, où l’on peut régler avec son smartphone en scannant un code-barre. « Même mon grand-père de 88 ans s’habitue à communiquer et payer via WeChat », s’enthousiasme Zhao Chen, de la firme d’investissement technologique Plug-and-Play.

    #Commerce_électronique #Chine #Tencent #Alibaba #Innovation #Internet_mobile

  • Auchan et Alibaba s’associent dans la distribution en Chine
    http://abonnes.lemonde.fr/entreprises/article/2017/11/20/auchan-et-alibaba-s-associent-dans-la-distribution-en-chine_5217409_

    Alibaba se rapproche des magasins « en dur »

    Cette alliance s’inscrit dans la stratégie d’Alibaba, qui a commencé à se rapprocher avec des chaînes de magasins en dur, du spécialiste de l’électroménager Suning au géant de la distribution Shanghai Bailian.

    Le groupe chinois a ainsi lancé une chaîne de supérettes hyperconnectées, Hema, dans lesquelles les consommateurs scannent et paient leurs achats sans aucune assistance extérieure. Sun Art exploite aussi déjà le même type de magasins de proximité ainsi que des supermarchés sous la marque Auchan Minute.

    La filiale chinoise d’Auchan se présente comme le leader de la distribution alimentaire physique en Chine, pays où le commerce en ligne a pris une position considérable, largement grâce à la puissance d’Alibaba.

    #Commerce_électronique #Alibaba

  • Alibaba’s AI Fashion Consultant Helps It Set a New Singles’ Day Record - MIT Technology Review
    https://www.technologyreview.com/s/609452/alibabas-ai-fashion-consultant-helps-it-set-a-new-singles-day-reco

    If the technology becomes more widely used—currently Alibaba has installed this system free-of-charge at 13 stores across China—it could transform commerce by giving consumers an incentive to visit brick-and-mortar stores at a time when offline retail in both China and the U.S. are in decline.

    Alibaba is going all in to “digitize the offline retail world,” according to the company’s CEO, Daniel Zhang. During the shopping festival, people who visited a select group of restaurants and stores in China were able to play an AR game akin to Pokémon Go using Alibaba’s apps to earn promotion coupons.

    “In the age of mobile Internet, the merging of online and offline [retail] is a trend,” says Jianzhen Peng, secretary general of the China Chain Store and Franchise Association, explaining why e-commerce platforms like Alibaba would want to branch out into offline retail. “Consumers don’t distinguish between online and offline as long as it fulfills their needs.”

    Another Chinese e-commerce giant, JD.com, plans to launch a brick-and-mortar grocery store called 7Fresh that offers online-style speedy delivery.

    #Commerce_electronique #Fashion

  • En Chine, le « jour des célibataires » déclenche un nouveau record de ventes
    http://abonnes.lemonde.fr/asie-pacifique/article/2017/11/11/en-chine-le-jour-des-celibataires-organise-par-alibaba-decroche-un-n

    Inventé par le leader chinois du commerce Alibaba, l’événement repousse les records de vente en ligne chaque année, illustrant l’augmentation du pouvoir d’achat des Chinois.

    Passé minuit, la musique s’arrête dans la Mercedes Arena de Shanghaï, choisie par Alibaba pour accueillir son gala du « jour des célibataires », grande fête prétexte aux soldes les plus fous. Sur l’écran géant qui trône au milieu de la scène, le décompte commence : les millions s’accumulent à une vitesse hypnotique… le milliard d’euros est atteint en deux minutes. Ce sont les ventes enregistrées par les plates-formes d’Alibaba, principalement Tmall (d’entreprises à clients) et Taobao (de particuliers à particuliers).

    En 2016, la fête des célibataires – représentés symboliquement par les quatre « 1 » du 11 novembre : 11.11 –, les ventes sur les plates-formes du leader chinois du commerce en ligne avaient atteint l’équivalent de 16,38 milliards d’euros en vingt-quatre heures. Alibaba a battu son record cette année, totalisant samedi l’équivalent de plus de 21,7 milliards d’euros de chiffre d’affaires.

    De fait, le 11.11 est bien une gigantesque opération de communication à destination du monde entier. En témoigne la soirée de gala où se sont produits Pharrel Williams, accompagné au piano du célèbre soliste chinois, Lang Lang, ou la chanteuse de pop anglaise Jessie J, ou encore Nicole Kidman, qui annonça un court-métrage incongru où Jack Ma, le patron d’Alibaba, jouait un maître de kung-fu terrassant tour à tour une ribambelle de stars des arts martiaux, en finissant par Jet Li… Et pour s’assurer que le monde n’en perdît pas une goutte, Alibaba avait invité plusieurs centaines de journalistes étrangers et chinois.

    La concurrence s’installe y compris sur le marché électronique chinois

    Une transition qui fait plutôt les affaires du principal concurrent d’Alibaba, JD.com : la plate-forme, numéro 2 du commerce en ligne en Chine, grignote des parts de marché à Alibaba. Avec un avantage de taille : la maîtrise de sa logistique. Là où les plates-formes d’Alibaba mettent en relation vendeurs et clients, JD.com fonctionne davantage comme un supermarché en ligne : l’entreprise achète des produits, les stocke dans ses propres entrepôts et les livre elle-même grâce à une armée de livreurs, qui assure aussi la relation client. Son « double 11 » à elle dure onze jours, du 1er au 11 novembre, permettant des opérations plus fluides. A midi, samedi, l’entreprise affichait 111 milliards de yuans de vente depuis le début de l’événement.

    Face à cette concurrence sur le marché chinois, Alibaba joue sur deux tableaux, explique Michael Evans : d’un côté, attirer plus de marques internationales pour répondre aux goûts de la classe moyenne chinoise. Une tâche loin d’être évidente, tant la relation d’Alibaba avec les grandes marques est entachée par la réputation de Taobao d’être un marché aux imitations.

    L’autre front, c’est l’innovation et la collaboration avec des magasins physiques. Plus de 100 000 boutiques ont participé à cette édition. Alibaba se charge d’attirer les clients jusqu’à elles à travers une publicité ciblée, un jeu en réalité augmentée façon Pokemon Go, (« trouver le chat », symbole de Tmall) pour trouver des bons de réduction dans les magasins, auquel a participé le fabricant de cosmétiques L’Occitane.

    #Commerce_électronique #Chine #Alibaba

  • In One Hour, Alibaba’s Singles Day Sales Hit $10 Billion - The New York Times
    https://www.nytimes.com/2017/11/10/business/alibaba-singles-day.html

    Singles Day — the frenzied annual celebration of consumption and commerce that is China’s much larger version of Black Friday — began as a protest of sorts against Valentine’s Day, propelled by college students in the 1990s.

    The event’s date, written numerically as 11/11, was associated with unattached singles, known as “bare sticks.”

    This year’s shopping festival entered new territory, blazing past $1 billion within two minutes of the holiday, starting at midnight on Saturday.

    Singles Day is now inextricably linked with Alibaba, the Chinese e-commerce leviathan that in recent years has turned the holiday into an online — and occasionally brick-and-mortar — mercantile extravaganza. It routinely eclipses Amazon’s yearly Prime Day promotional event.

    In July, Prime Day generated an estimated $1 billion in revenue during its 30-hour sale window, resulting in what Amazon called its “biggest day ever.” A little more than an hour into this year’s Singles Day, sales had already exceeded $10 billion.

    #Commerce_électronique #Alibaba #Amazon

  • Amazon Key is a new service that lets couriers unlock your front door - The Verge
    https://www.theverge.com/2017/10/25/16538834/amazon-key-in-home-delivery-unlock-door-prime-cloud-cam-smart-lock

    The service is called Amazon Key, and it relies on a Amazon’s new Cloud Cam and compatible smart lock. The camera is the hub, connected to the internet via your home Wi-Fi. The camera talks to the lock over Zigbee, a wireless protocol utilized by many smart home devices.

    When a courier arrives with a package for in-home delivery, they scan the barcode, sending a request to Amazon’s cloud. If everything checks out, the cloud grants permission by sending a message back to the camera, which starts recording. The courier then gets a prompt on their app, swipes the screen, and voilà, your door unlocks. They drop off the package, relock the door with another swipe, and are on their way. The customer will get a notification that their delivery has arrived, along with a short video showing the drop-off to confirm everything was done properly.

    All this raises a big question, however: will Prime customers trust Amazon to monitor their homes around the clock, and to know when it’s okay to unlock their doors for a stranger? And will the benefit of having your packages delivered quickly and securely outweigh any concerns about privacy and security customers might have?

    Le projet est vraiment énorme, et va bien au delà de la livraison de produits Amazon. Encore une fois, la question de la dualité plateformes/confiance est au coeur de ce développement, qui pourrait avoir des conséquences sociales énormes sur la notion même de vie privée, de lieux personnels. Tout devient fux, et surtout flux commercial.

    Amazon knows that it’s asking a lot of consumers with its new Key service. You have to really trust a company to let it record what’s going on inside your home at all times, and even more to unlock your door for strangers. So it tries to make sure the process is minimally invasive and totally transparent. Customers will get a notification the morning of a delivery, with a window of time when they should expect Amazon to arrive. They will get another notification when the delivery van shows up. That means you can start watching a live stream of the delivery on your camera if you want to keep an eye on things.

    Even if you choose in-home delivery, couriers are instructed to ring the bell or knock on the door first. That’s meant to let people inside know someone is entering, and also give the delivery person a chance to check for potential hazards like angry dogs. Couriers are instructed to open the door as little as possible, slide the packages in, and not enter the home if possible.

    While Amazon isn’t going to allow any third-party delivery services to get inside your house with Key (at least not at launch), the company is hoping that you’ll use Key when ordering stuff like dog walking or kitchen cleaning from its Amazon Home Services division. In the coming months, it says Key will be integrated with over 1,200 service providers across 60 professions. You’ll log on to the website or app of a service like Rover.com or Merry Maids, and there will be a button offering the option for in-home service through Amazon Key.

    While Amazon’s foray into smartphones flopped, it staged a coup with the introduction of Alexa, vaulting to the front of the pack when it comes to smart home gadgets. Alexa was the star of the show at CES for the past two years, finding its way into a wide range of products. Amazon has been aggressively pushing out more Alexa devices this year, everything from wardrobe assistants to alarm clocks. The Amazon Look is probably its most daring product; a camera that’s meant to live in your closet and watch you change clothes requires a very high level of trust. But so far, Amazon has limited access to this device, which is still available for purchase by invitation only.

    That makes Amazon Key a crucial stepping stone in Amazon’s quest to manage your home life and integrate itself into your daily routine. Prime customers, of which there are now an estimated 85 million, may sign up for the service because they’re interested in the convenience and security of having their deliveries left inside their homes. But in the process, they would be positioning Amazon to know a lot more about their lives and habits, like when they leave the house in the morning, how often they go on vacation, and when they get back from work at night.

    #Confiance #Commerce_électronique #Domotique #plateformes #vie_privée #surveillance

  • Amazon-Whole Foods: ’The war for retail will be won in groceries’ - Aug. 25, 2017
    http://money.cnn.com/2017/08/25/technology/business/amazon-whole-foods-strategy/index.html

    So why is the retail giant spending $13.7 billion to acquire 460 brick-and-mortar Whole Foods stores and lower prices on “organic bananas” and “responsibly-farmed salmon?”

    Answer: To dominate the grocery business like it has many others by increasing the number of customers while undercutting the competition.

    Amazon will make Whole Foods more accessible to more consumers. And it will turn them into Amazon customers and advance its bid to become the dominant player in all of retail — the so-called everything store.

    “The pot of gold at the end of the road for Amazon is groceries,” said Cooper Smith, an Amazon analyst at L2 Inc. “The war for retail will be won in groceries. It’s the largest category of consumer retail, and the largest untapped opportunity for Amazon.”

    There is room for expansion, as well. By lowering its prices, Amazon can open new Whole Foods locations in markets that traditionally could not afford high-priced organic bananas and responsibly farmed salmon, making a run at companies like supermarket leaders like WalMart and Kroger.

    “Generally Whole Foods goes into markets with six-figure incomes and college-educated residents. But with Amazon lowering Whole Foods’ prices, you could get Whole Foods in towns where you don’t traditionally see them,” supermarket analyst David J. Livingston said. “It could open the doors for any medium-size city in the country.”

    #Amazon #Commerce_électronique

  • Amazon-Whole Foods: ’The war for retail will be won in groceries’ - Aug. 25, 2017
    http://money.cnn.com/2017/08/25/technology/business/amazon-whole-foods-strategy/index.html

    Amazon believes the future of grocery shopping is online.
    So why is the retail giant spending $13.7 billion to acquire 460 brick-and-mortar Whole Foods stores and lower prices on “organic bananas” and “responsibly-farmed salmon?”

    Answer: To dominate the grocery business like it has many others by increasing the number of customers while undercutting the competition.
    Amazon will make Whole Foods more accessible to more consumers. And it will turn them into Amazon customers and advance its bid to become the dominant player in all of retail — the so-called everything store.

    The pot of gold at the end of the road for Amazon is groceries,” said Cooper Smith, an Amazon analyst at L2 Inc. “The war for retail will be won in groceries. It’s the largest category of consumer retail, and the largest untapped opportunity for Amazon.
    […]
    Amazon’s competitors are already taking steps to react. Earlier this week, WalMart said that it would start offering its products on Google Express, the search company’s online shopping mall.
    But industry experts say the Google-WalMart deal has little chance of getting in the way of Amazon’s ambitions.

  • Walmart et Google s’allient dans le commerce en ligne
    http://abonnes.lemonde.fr/economie/article/2017/08/23/walmart-et-google-s-allient-dans-le-commerce-en-ligne_5175390_3234.h

    « A partir de la fin septembre, nous travaillerons avec Google pour proposer des centaines de milliers d’articles qui pourront être commandés par la voix via Google Assistant », l’assistant personnel connecté de Google, écrit Marc Lore, à la tête du e-commerce chez Walmart, dans un billet publié sur le blog du groupe.

    Walmart, qui promet « la plus grande offre de distribution disponible sur la plate-forme », va ainsi intégrer Google Express, qui permet déjà de commander des produits dans diverses enseignes (Costco, les pharmacies Walgreen’s…).

    #Google #Commerce_électronique

  • Pourquoi les « buy buttons » ne sont pas morts
    http://www.journaldunet.com/ebusiness/commerce/1192898-pourquoi-les-buy-buttons-ne-sont-pas-morts/?een=cb2942708826c982c24a294342abc797

    Twitter et Facebook ont enterré le leur mais Pinterest et Instagram y croient. C’est que les boutons « acheter » des réseaux sociaux peuvent être efficaces, sous certaines conditions.

    Twitter et Facebook avaient été les premiers, en 2014, à dégainer un « buy button » permettant à leurs utilisateurs mobiles d’acheter l’article mis en avant sans avoir à quitter la plateforme. Facebook a abandonné le sien à l’automne 2016, préférant miser sur la nouvelle fonctionnalité Marketplace de son app pour aller concurrencer Craigslist. Le 1er février 2017, c’est celui de Twitter qui a disparu, la firme indiquant ne pas souhaiter poursuivre ses expérimentations dans l’e-commerce. Lancé en fanfare, ce bouton incarnait pourtant le volet e-commerce des projets de monétisation du service de microblogging. Pourquoi ce changement, alors que cette nouvelle fonctionnalité devait constituer la parade ultime aux tunnels d’achats trop longs pour le mobile, la martingale anti-formulaires, la solution zéro-friction ?

    #commerce_electronique

  • Les messageries se transforment en couteaux suisses - Le Temps
    https://www.letemps.ch/economie/2017/02/16/messageries-se-transforment-couteaux-suisses

    Imitant le chinois WeChat, Messenger, Viber ou encore Snapchat se transforment en supermarchés numériques. Ces applications commencent à permettre de discuter avec des robots, faire des achats ou encore transférer de l’argent

    A l’échelle planétaire, l’enjeu est colossal. A lui seul, Messenger de Facebook revendique un milliard d’utilisateurs. WhatsApp, qui appartient aussi à ce réseau social, compte 1,2 milliard de fidèles. Kik, un service basique moins connu, possède tout de même 300 millions d’adeptes. Incapables d’avoir fait évoluer leur SMS, les opérateurs télécoms voient ces services de messagerie tout dévorer sur leur passage. Ces innombrables applications leur ont mangé les messages texte, puis les appels audio, et enfin vidéo.

    Le modèle WeChat

    Le modèle à suivre, c’est WeChat : la messagerie chinoise permet de commander un taxi, réserver une table dans un restaurant ou encore d’acheter des produits financiers. « Tous les développeurs de messagerie au monde scrutent les innovations de WeChat, l’application la plus complète, estime Catherine Boyle, analyste auprès de la société de recherche américaine eMarketer. Avec ses services, WeChat parvient à garder un maximum de temps ses utilisateurs connectés. Certes, l’application est née dans un marché favorable, puisque des millions de Chinois l’ont découverte en même temps qu’Internet. Mais son succès est tout de même remarquable ».

    Il est fini le temps où l’on considérait que les chinois copiaient l’internet occidental. Maintenant c’est l’inverse qui se produit. Dans mon cours d’introduction à la culture numérique, je disais qu’il fallait arrêter de parler des GAFA, mais qu’il fallait ajouter les grands acteurs chinois et indiens (WeChat, Alibaba, Tencent, Kik...). Avoir une vision mondiale du réseau mondial.
    #messagerie #commerce_électronique #WeChat