Shopmatic launches grocery web-stores to help Kirana owners go online- Tempemail – Blog – 10 minute

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International e-commerce firm Shopmatic has introduced grocery web-stores that will help local shop owners in India to build their online presence easily without the need for any technical or coding experience.
The solution will cover all aspects of a successful online grocery store including pre-built catalogs with unlimited listings, easy inventory management, secure and instant online payments, contactless delivery and self-pickup options.
The relevance and need for digital selling has been further emphasied due to the Covid-19 pandemic.
“Digital selling is the new normal today and we are focussed on helping all small businesses to create an online presence for themselves to stay relevant, at all times,” said Anurag Avula, Co-founder and CEO, Shopmatic.
“Grocery store and kirana dukaan owners can now create their stores on the Shopmatic platform with the ease of pre-built catalogues that save them a lot of time and effort to go online,” he informed.
With Shopmatic’s tech-centric solutions, shop owners will be able to use their phones to track inventory, sales, orders, customers, and more.
They can offer multiple online payment options such as PayTm, PayU, PayPal, and offer netbanking, UPI, debit card, credit cards, payment link and bank transfer options to their customers.
The most exciting feature is that merchants will now be able to share products on WhatsApp and share payment links with their customers.
“Shop owners can organize the daily delivery of orders by location and time slot. For immediate and safe customer collection, it has also extended the option of store pickup,” said the company.

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Mukuru Launches Grocery Service to support Zimbabwean Families from South Africa | Tempemail – Blog – 10 minute

Image sourced from Mukuru

African remittance provider Mukuru has launched Mukuru Groceries – a service that hopes to give South African based customers the ability to send groceries to their families and communities in Zimbabwe.
With this service, customers can place orders for a basket of groceries that include 21 staples such as Mealie Meal, cooking oil, sugar, salt, rice, etc.
To facilitate ease of use, Mukuru Groceries is available via USSD and Whatsapp. Existing customers will not be required to register for the service, they can simply create orders via USSD and WhatsApp, making it as easy to send groceries home as it is to send money.
Mukuru says that this service has come at a time when many families are struggling to obtain basic commodities as a result of the COVID-19 pandemic.

“We have listened carefully to what our customers are asking for, and we have innovated and added to our service offering to make sure that Zimbabwean families receive the resources and support that they so desperately need right now,” says Andy Jury, CEO of Mukuru.
“By leveraging our strong partnerships and network in the region, along with our extensive infrastructure, we are able to introduce and quickly implement new services such as Mukuru Groceries. We plan to provide these types of innovations to other African markets in the near future.”
Mukuru customers will follow the same process on USSD and WhatsApp to create an order and pay at any Mukuru pay-in partner using a payment reference (similar to the cash order reference).
The recipient will then receive an SMS with a voucher number to go and collect at any of the 19 Metro Peech and Browne Stores across Zimbabwe. Importantly, the goods will be ready for collection immediately after payment confirmation has been received.

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Woolworths expands online grocery delivery with Uber – Strategy- Tempemail – Blog – 10 minute

Woolworths has struck a deal with Uber to expand the number of online orders and home deliveries it can fulfil.
Under the deal, grocery orders placed with Woolworths on its website or app are hand-picked in-store by a personal shopper and then passed to an Uber driver to make the delivery.
The service will initially be offered through three Woolworths stores in Townsville from today, before expanding to more cities in the coming weeks.
“The demand for our home delivery service has grown at an unprecedented rate across Australia in recent months,” Woolworths director of e-commerce, Annette Karantoni said.
“As the COVID-19 situation continues to evolve, it’s vital we keep scaling our delivery capacity to meet the essential needs of our communities.
 “We see partnerships as an integral part of this effort, and are delighted to team up with Uber to bring the convenience of grocery delivery to even more Australians.”
Woolworths resumed online deliveries in full mid last week, after earlier having to make deliveries available only to priority assistance customers.
Woolworth said last week that it will use its existing network of supermarkets to fulfil online orders, as well as a new 7000 sqm ‘pop-up’ delivery hub in the Melbourne suburb of Notting Hill. 
The hub, which will stock popular online products, will allow Woolworths to take more than 5000 additional orders each week. It will be staffed by more than 400 employees. 
The retailer will then use its existing delivery team and Sherpa and Drive Yello couriers to deliver orders, though Sherpa and Drive Yello orders will be capped at 40 items and delivered the next day.  
Woolworths said more than 5000 new drivers had signed up to the providers to help meet the demand for online groceries.
Rival Coles has an existing deal with Uber Eats for online ordering and delivery of essential items.

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Where did it go wrong for European grocery retailers in Asia Pacific?- Tempemail – Blog – 10 minute

European grocery retailers have struggled with the realities of the scope and scale of operations in Asia Pacific, with British retailer Tesco became the latest to depart the region, selling off its Thailand and Malaysia businesses to CP Group in a deal that valued the business at US$10.6 billion in March 2020.
The trend began in 2018 when French grocery giant Carrefour, German supermarket operator Metro and Spanish’s chain Dia started selling off or taking lesser control of their China operations to their joint venture partners.
Another British retailer Marks & Spencer also sold its retail business in Hong Kong and Macau to its franchise partner Al-Futtaim of the UAE after exiting China in 2016.
Tesco had previously sold its remaining stake in its Chinese joint venture to its state-run partner China Resources Holdings for £275 million (US$355 million) in February 2020 and withdrew from South Korea in 2015.
Chris Zhou, the general manager for Mindshare’s MPower team in China explains this is happening because, with Chinese consumers’ disposable income upgrading, so too have their consumption trends. This means the Chinese no longer see price as the primary concern while shopping.
Instead, high-quality products, produce, innovation and sensorial experiences lead the way. As a result, a number of local premium grocery chains – both online and offline – have witnessed explosive growth around China.
“Take Hema, China’s leading online grocer owned by Alibaba as an example, they have built a rich offline-to-online experience, combining digital solutions in-store, allowing consumers to shop and pay seamlessly while providing a mobile-rich app alternative with incredibly fast and flexible delivery options,” he tells Tempemail.
“In addition, China has witnessed an uptick in the number of small-scale grocers specializing in imported products in its first-tier cities, tapping not only into these cities’ thriving ex-pat communities but also China’s high-end consumers.”
He adds: “While local brands have been pumping millions of money into creating these unique, seamless digital shopping experiences, foreign grocery brands in Asia have kept their focus on pricing. As a result, they’ve failed to create the services and experiences Chinese consumers have come to expect, struggling to compete.”
In agreement with Zhou was Jacob Cooke, chief executive officer at Web Presence In China Marketing + Technologies, who pointed out Carrefour, for example, did not do anything with the layout of their stores to appeal to local consumers.
“Most of these others were the same, unfortunately. They don’t localize for the region and that rarely works,” he tells Tempemail.
Alex Woodford, the vice president and client partner for APAC at Essence, points to issues with product fit and business terms as another reason why the European retailers were not winning at the same rate in Asia compared to their home markets.
For example, it is typical for local retailers to own the land or property. However, some international grocery retailers set up smaller outlets over 10 years ago and chose to lease rather than purchase. The rising rents contributed to a retraction from China.
“Equally, the international and local management at certain foreign grocery retailers may not have seen eye to eye, resulting in decisions that were not best placed to succeed in the local market,” he explains.
“Tesco is known for adapting to local preferences, such as in South Korea, once its largest market outside of the UK. For example, Tesco had earlier introduced virtual stores in South Korea by transforming the walls of subway stations and bus stops with poster displays of products, resembling the aisles and shelves of a Tesco store.”
“Commuters could then scan the QR codes of products via a smartphone app and get their purchases delivered to their doorsteps. This was based on the local insight that the typical tech-savvy commuter did not have the luxury of time to shop at a brick-and-mortar store.”
He adds: “As such, localisation takes into account not only the actual products but shopper experience and technology adoption as well. The lack of sufficient localisation implemented by many foreign retailers, due to home market business needs or goals, can lead to a downward cycle.”
While the European grocery retailers have struggled in APAC, their American counterparts, namely Walmart and Costco, have fared much better.
Pointing to the example of Walmart, Danica Burke, the general manager for APAC at Fst, notes that the American retail giant uses three formats to deliver a diverse offering and accessibility – the regular supermarket (1200sqm and 8000 SKUs), the large hypermarkets which are six times larger than the regular supermarkets. There is also the membership-only Sam’s Club that has had a presence across China since the mid-nineties.
“Walmart is a big American name, and Chinese buyers traditionally keep their eye on what is going on in the states and not Europe,” she explains to Tempemail.
“European retailers have little to no brand awareness nor history in the market and are not competitively priced against local options. But also, they do not usually offer high-end, luxury food items either, unless there is a well-known provenance or prestige story.”
“I still see Carrefour in full French packaging on the shelves of Cold Storage in Singapore. That tells me they are only catering to the French ex-pat population and may therefore potentially have less interest in catering to the local population.”
She continues: “French and English cuisine in the home does not work in most Asian homes – their kitchens are not geared for that type of cooking – most do not have ovens. European or Western brands adapting products to cater to ‘local’ tastes are a somewhat arrogant and colonialist mindset that should be approached with caution and sensitivity. Well-loved FMCG brands have become household names over time.”
What was these grocery retailers’ e-commerce strategy in APAC?
User experience is key in e-commerce and is optimised by APAC e-commerce platforms, especially those from China, from day one. In fact, they played a significant role in shaping the behaviour of savvy online shoppers in China.
Woodford notes that originally, many European grocery retailers would use their own e-commerce platforms and delivery mechanisms. However, given the tough market competition and local providers like Alibaba and JD.com already had the much-needed reach, some switched their strategies to partnering with these platforms.
“In hindsight, by going and using local from the outset, the boom in local e-commerce may not have overtaken foreign providers’ share and may have continued the competition to win,” he says.
Some European retailers also failed to combine their operations with Alibaba’s finance platform Alipay and Tencent’s super app WeChat, instead of relying on their ageing customer relationship management systems built around membership card, something that feels like a lifetime ago for Chinese consumers.
Carrefour notably worked on integrating with WeChat to drive digital communications. However, because they failed to create a rich content operation, they were not able to attract a large fan base.
“Beyond just groceries, any foreign retail brand operating in APAC and China needs to have a slick digital and e-commerce operation to survive. Brands that have been slow to react and adopt these operations have struggled to survive, with the majority exiting China,” explains Zhou.
Walmart, on the other hand, as an example, did really well. They were more digitally advanced in China than any other market and invested fully in a business-to-consumer e-commerce website called Yihaodian that provides people with a platform to shop groceries online.
“My guess is that their North American team could stand to learn something from their China team because it’s so successful and forward-thinking,” remarks Cooke, noting that Walmart’s Sam’s Club app today is successful in China as well.
What other roadblocks did European grocery retailers face?
In APAC, provenance plays well in markets like Singapore where there are discerning buyers who will be attracted or interested in a product by reputation alone.
French wine and cheese, New Zealand and Australian meat and dairy, Norwegian Salmon may all be well known, but the exact brands may not be, and cross-selling other produce that country does well is not a simple leap in the mindset of the in-market consumer.
Burke notes with more households being pressured to purchase online due to social distancing during the coronavirus pandemic (Covid-19), there are vast opportunities for disruption and new players who can cater to a more localised, niche, responsive and personalised level as food security at a household level is a growing concern.
“Grocery retailers have incredible customer data which they generally squander. Why are retailers and grocers not doing more to guarantee service, stock and delivery to their regular and loyal customers?” she asks. “One interesting new player to watch in Singapore is the bulk whole foods chain Scoop, from Australia.”
Woodford says it is imperative that international grocery retailers establish a clear strategic differentiation, whether it is a competitive advantage or positioning, for themselves, compared to local players as well as other foreign retailers in the market.
“It is always possible to find a successful path to differentiation, such as by identifying the right signal that drives growth. It may be that at the time of market entry, the level of consumer and market insight, or signals, to identify differentiation and growth were not accessible, and therefore not strategically deployed by foreign grocery retailers,” he explains.
“With many markets experiencing e-commerce domination by a few key players, and with future consolidation on the cards, foreign grocery retailers without the clearest of differentiators will increasingly struggle.”
For example, Costco, which is known for providing perhaps the best range of foreign goods and high-quality produce. While they have kept largely to a pricing strategy, it is their range and quality that has allowed them to keep hold of their target audience.
They launched online first in China in 2014, demonstrating to customers who they are and how they are unique. Doing that online first means it required much less of an investment than brick and mortar. Then, they went to brick and mortar once customers understood what the offering is.
The result? It was overwhelmed by the crowds that had descended on its newly opened store in Shanghai in August 2019, forcing it to suspend operations because of safety concerns.
Key lessons for foreign grocery retailers
For other foreign grocery retailers eyeing the APAC market, the first area to look at is a partnership, according to Phil Adrien, the managing director in the creative and content group at Dentsu Aegis Network.
Secondly, buck the hypermart trend and start with a few smaller, well-designed “local marts” in key neighbourhoods that are staffed with a bright, helpful and personable butcher, barista, cheesemonger and florist in smart, well-designed uniforms.
“Why fight my consumers when I know they are on these grocery delivery platforms? Could we look at building our brand through partnership? Let’s strike up a partnership and have some of our private label products featured six-twelve months in advance of our brick and mortar launch. This could be a fertile testing period to understand what parts of our product portfolio are garnering demand,” he tells Tempemail.
“These hypermarts and all tech grocery retail concepts have forgotten a key role that the grocery store used to play in people’s lives, which is to foster community and connection. Sadly, copy and pasting concepts from Europe is not going to cut the mustard.”
Ultimately, they must create clear digital eco-systems, with a priority focus on UX design to make the consumer experience convenient and attractive and look towards quality and superior product offerings as a means of differentiation.
If looking to maintain offline shopping, focus on creating a value-add experience that differentiates it from online shopping, and finally, integrate all of their consumer touchpoints and media to drive traffic and maintain buzz.
Using real rigour in analysing opportunities and understanding consumer signals at the most granular level would give foreign grocery retailers a real edge. Additionally, past examples tell us that letting go of the home market’s traditional way of working to adapt to local needs is imperative for success.

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Amazon stops accepting new online grocery customers – Strategy- Tempemail – Blog – 10 minute

Amazon will begin to put new grocery delivery customers in the US on a wait list and curtail shopping hours at some Whole Foods stores to prioritise orders from existing customers buying food online during the coronavirus outbreak, the company said on Sunday.
Many shoppers recently seeking to purchase groceries from the Seattle-based ​e-commerce company found they could not place orders due to a lack of available delivery slots.
Amazon said it would have to relegate all new online grocery customers to a wait list starting Monday while working on adding capacity each week.
In recent weeks, it increased the number of Whole Foods stores offering grocery pickup ​to more than 150 locations, up from 80 previously.
Amazon ​also plans to shorten some Whole Foods stores’ hours for the public so its employees can more quickly fulfill online grocery orders, the company said.
The moves illustrates how the world’s largest online retailer, which showed its ambition to enter the grocery industry by acquiring Whole Foods for US$13.7 billion in August 2017, is now leveraging its presence both online and in physical stores to handle high demand from consumers who are stuck eating at home, with many restaurant dining rooms closed to the public. 
Amazon offers grocery delivery services Amazon Fresh and Amazon Prime Now from its own warehouses and Whole Foods stores.
 It typically touts ultra-fast delivery within hours, ​with shoppers able to choose a delivery window.
Last month, Amazon temporarily suspended the Prime Pantry delivery service, which sells non-perishable groceries.
Amazon said its online grocery order capacity has increased by more than 60 percent during the outbreak.
Some netizens who said they used Amazon Prime, its US$119-a-year subscription service for American shoppers, have nevertheless complained on social media about the scarcity of delivery windows.
The company said it is hiring more workers to expand capacity and that it plans to launch a new feature that will help customers secure a virtual “place in line” to distribute the delivery windows on a first come, first served basis.
It also offered higher pay to encourage its warehouse workers to work for its grocery delivery service.
Currently, Amazon runs 487 Whole Foods stores in the United States. These stores have been limiting the number of customers allowed at once, and Amazon has said it conducts daily employee temperature checks and sends masks and gloves to protect workers.
The first store of Amazon’s much-anticipated new grocery chain, which is scheduled to open this year in Woodland Hills, Los Angeles, has been temporarily transitioned into a warehouse for online orders, the company said.
Still, some employees at Whole Foods and Amazon warehouses have protested the company is not doing enough to protect them, in demonstrations that gained attention from lawmakers and unions.
Over 50 Amazon fulfillment centers and several Whole Foods stores had confirmed COVID-19 cases, according to multiple reports.
“We still expect the combination of restricted capacity due to social distancing and customer demand will continue to make finding available delivery windows challenging for customers,” Stephenie Landry, vice president of Grocery at Amazon, wrote in a blogpost.
“If you are able to do so safely, we kindly encourage our customers who can to shop in-person.”

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Amazon US declines new grocery customers as demand grows- Tempemail – Blog – 10 minute

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Amazon will begin to put new grocery delivery customers on a wait list and curtail shopping hours at some Whole Foods stores to prioritize orders from existing customers buying food online during the coronavirus outbreak, the company said on Sunday.
Many shoppers recently seeking to purchase groceries from the Seattle-based ​e-commerce company found they could not place orders due to a lack of available delivery slots. Amazon said it would have to relegate all new online grocery customers to a wait list starting Monday while working on adding capacity each week.
In recent weeks, it increased the number of Whole Foods stores offering grocery pickup ​to more than 150 locations, up from 80 previously.
Amazon ​also plans to shorten some Whole Foods stores’ hours for the public so its employees can more quickly fulfill online grocery orders, the company said.
The moves illustrates how the world’s largest online retailer, which showed its ambition to enter the grocery industry by acquiring Whole Foods for $13.7 billion (roughly Rs. 1,04,400 crores) in August 2017, is now leveraging its presence both online and in physical stores to handle high demand from consumers who are stuck eating at home, with many restaurant dining rooms closed to the public.
Amazon offers grocery delivery services Amazon Fresh and Amazon Prime Now from its own warehouses and Whole Foods stores. It typically touts ultra-fast delivery within hours, ​with shoppers able to choose a delivery window. Last month, Amazon temporarily suspended the Prime Pantry delivery service, which sells non-perishable groceries.
Amazon said its online grocery order capacity has increased by more than 60 percent during the outbreak. Some netizens who said they used Amazon Prime, its $119 (roughly Rs. 9,080)-a-year subscription service for US shoppers, have nevertheless complained on social media about the scarcity of delivery windows.
The company said it is hiring more workers to expand capacity and that it plans to launch a new feature that will help customers secure a virtual “place in line” to distribute the delivery windows on a first come, first served basis. It also offered higher pay to encourage its warehouse workers to work for its grocery delivery service.
Currently, Amazon runs 487 Whole Foods stores in the United States. These stores have been limiting the number of customers allowed at once, and Amazon has said it conducts daily employee temperature checks and sends masks and gloves to protect workers.
The first store of Amazon’s much-anticipated new grocery chain, which is scheduled to open this year in Woodland Hills, Los Angeles, has been temporarily transitioned into a warehouse for online orders, the company said.
Still, some employees at Whole Foods and Amazon warehouses have protested the company is not doing enough to protect them, in demonstrations that gained attention from lawmakers and unions. Over 50 Amazon fulfillment centers and several Whole Foods stores had confirmed COVID-19 cases, according to multiple reports.
“We still expect the combination of restricted capacity due to social distancing and customer demand will continue to make finding available delivery windows challenging for customers,” Stephenie Landry, vice president of Grocery at Amazon, wrote in a blogpost. “If you are able to do so safely, we kindly encourage our customers who can to shop in-person.”

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‘Like Glastonbury tickets’ – Britons chase online grocery slots in coronavirus crisis – Finance – Strategy- Tempemail – Blog – 10 minute

British supermarkets are frantically trying to build up their online operations during the coronavirus emergency but no matter how hard they work they will not have enough capacity to meet unprecedented levels of demand.
That has prompted the industry to call on Britons able to safely visit a supermarket to do so, leaving precious online delivery slots for the elderly and vulnerable.
With Britain in lockdown, analysts estimate about 25 percent of food purchasing has switched from cafes, restaurants and bars to the grocery retail sector as people adapt to the new way of living.
Prior to the health crisis about 8 percent of British grocery demand was ordered online, with 92 percent bought in stores. But major supermarkets are reporting demand has surged to about 75 percent of people wanting an online delivery.
Last week online supermarket pioneer Ocado said it had around 10 times more demand for its services than it did before the outbreak began. It has stopped registrations from new customers.
A source at another major supermarket group said its website offers delivery slots for three weeks out.
“The new slots go on every day at midnight, they go like Glastonbury tickets,” the source said.
“Even if we were all very creative, and despite all the pressures, doubled our capacity it still doesn’t touch the sides of what people would want.”
Slots
Dave Lewis, head of industry leader Tesco, last week asked customers who are able to safely come to stores to do so, instead of shopping online, so that it could start to free up more slots for the vulnerable.
Walmart-owned Asda, the number three player, is similarly requesting customers to shop in stores if possible so that delivery slots can be kept for those most in need.
Sainsbury’s, the number two, has given the elderly and vulnerable priority over all slots. Its customer “Careline” has been inundated, with the same number of people who use the service in an average year using it in just two weeks.
The problem for the industry, which could have repercussions for when the pandemic is over, is frustrating hundreds of thousands of regular online customers who miss out on slots during the crisis.
The government has provided Britain’s big supermarket groups with a list of 1.4 million highly vulnerable citizens and they are dividing them up between them on a pro-rata basis according to market share.
Inevitably this will mean they will have to “bin-off” some previously loyal customers.
Some commentators argue the government needs to take a more central role in how supermarkets provide food.
“Government has to get a grip and set new food cultural rules for how consumers are to behave. Previous governments in crises, in wars, have done this,” said Tim Lang, professor of food policy at City University London.
“This government is refusing to listen to the expert advice which has been given to them. This is unacceptable and setting up the retailers to fail.”

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Corona Scare Driving Local Retailers To Go Digital; Grocery Retailers Double Sales- Tempemail – Blog – 10 minute

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Over 75,000 grocery and daily goods retailers based in Indian metros (Mumbai, Delhi and Pune) have doubled their sales in the past 15 days, as Indians are buying & consuming more than ever given the enforced quarantine and prevalence of Corona. A majority of these retailers have set up online shops at m.Paani recently as their footfalls were falling gradually since the beginning of this month, and have achieved a 2x surge in-home deliveries.
Rajesh Dahiya, owner of Kamal Stores in Mumbai who has recently set up an online shop on m.Paani said, “We sustain on daily earnings, and I was worried about losing all my business due to Corona scare. I was told about m. Paani by a friend, and set up & introduced my online shop through WhatsApp to customers. In the past 15 days, my business has grown 3x.”
m.Paani, a hyperlocal daily needs platform that empowers local retailers to take their shops online, is enabling them to compete with other online retailers and large e-commerce platforms amid the coronavirus epidemic.  These local grocery retailers are now able to cater to their customers safely when people are isolating themselves in their homes. Consumers trust local retailers more when it comes to online shopping as the delivery is the speediest and there’s the guarantee of product availability, safety and overall service quality.
“Local retailers stand out compared to large online retailers, thanks to the innate understanding of their core shopper base, lineage and tradition. In recent times, we have helped a large base of retailers in setting up online shops and continue to serve the customers digitally, in times of social distancing,” said Akanksha Hazari, Founder, and CEO of m.Paani, a Google Launchpad and Google Studio company.
Most sold items include key staples, potatoes, onions, tomatoes, Maggi, and soap bars, followed by biscuits and namkeens.
“Local retailers are true indicators of masses in India, that is focusing on stocking basic food items and groceries, than luxuries such as sanitisers or immunity builders.” Akanksha added.
Since its inception in 2015, m.Paani has been leading a revolution for India’s 12 million local retailers against modern retail, by helping them digitize and deliver the neighborhood shopping experience of the future. Founded by Akanksha Hazari, a Princeton graduate, m.Paani is a  Google Launchpad and Google Studio company. By empowering local shops and retailers to establish themselves as e-tailers, m.Paani is providing them with the platform to conduct their business effectively, safely and efficiently. Retailers set up a complete online shop with all their products, prices, offers and shop details, thus allowing the retailers as well as the consumers to experience online shopping and keep up with the rapidly changing environment.
m.Paani’s retailer product – ‘Aapka Business Saathi’ or ‘A Partner in your Business’ – is  a full suite solution enabling local shops to go online, digitise their customers relationships, access business data and insights and manage their business operations. Currently, it is delivering growth to 70,000+ retailers with up to 30 percent increase in sales thanks to new customers, existing ones who are shopping more and more, and younger people who want to shop online. Retailers are able to retain shoppers with their online presence, compete with other online platforms, and are witnessing a 20 percent growth in their customer base.
Recently m.Paani raised $ 5.5 million in a Series A investment round led by AC Ventures, Henkel, Candy ventures, in addition to noteworthy angel investors including Kevin Aluwi CEO and Co-Founder of Gojek and Survir Varma. Existing investors Chiratae Ventures and Blume Ventures also participated in the round.

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Grocery and food delivery apps set record days of app downloads – Blog – 10 minute

Unprecedented: The ongoing coronavirus pandemic is rapidly reshaping the daily lives that we’ve all grown comfortable with, forcing millions to work from home and forego public gatherings in an attempt to slow down its spread.
Public officials have been advising communities to participate in “social distancing” and based on some interesting data from analytics and intelligence firm Apptopia, people are indeed heeding the warnings.

Interest in grocery delivery apps has spiked in the US over the past few days as the seriousness of the coronavirus is starting to sink in. Just yesterday, for example, Walmart Grocery, Instacart and Shipt , which is owned by Target, all set new records for daily app downloads.
Comparing average daily downloads in February to yesterday’s (March 15), Instacart, Walmart Grocery and Shipt have seen surges of 218%, 160% and 124%, respectively.
What does this mean for food delivery apps like GrubHub, Uber Eats, Postmates and DoorDash? Only time will tell.

Target’s mobile app, meanwhile, has climbed to around 55K downloads over the last month.
All said, if you’re elderly or are at risk, it’s probably best to get someone else to do your shopping on your behalf like a trusted friend or family member or perhaps even a member of your church. If all else fails, look into one of the aforementioned grocery or food delivery service. Above all, you’ve got to eat!
Masthead credit: Groceries by Atstock Productions. Charts by Apptopia.

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Amazon opens first full-sized cashier-free grocery store in Seattle – Blog – 10 minute

The big picture: Amazon Go allows users to shop with no lines, no checkouts and no registers – simply open the Amazon app on your smartphone, scan it when entering the store, grab what you need and go. Items you leave with will be billed to your Amazon account.
It’s been a little over three years since Amazon launched its first cashier-free convenience store. The concept took a big leap on Tuesday with the launch of Amazon’s first full-on Go grocery store in Seattle. The 7,700-square-foot facility at 610 E. Pike Street in Seattle’s Capitol Hill neighborhood isn’t just a bigger version of the convenience store, however.

Dilip Kumar, vice president of physical retail & technology for Amazon, said it offers a much more expanded selection that caters to what people are looking for when shopping for groceries. “What Amazon Go did for central business districts — like locating it very close to where people work so you can get breakfast, lunch, snacks — Amazon Go Grocery does the same thing, but closer to home,” Kumar added.
The executive wouldn’t tell GeekWire how many more Amazon Go Grocery stores are in the works, where the next one will be built or if they will all be the same size but one has to think that this isn’t a one-and-done run. Amazon is simply too invested in the physical retail space now, what with its 2017 acquisition of Whole Foods and all.

Locals can check out the new Amazon Go Grocery store from Sunday through Thursday, 7 a.m. to 11 p.m. and on Friday and Saturday from 7 a.m. to midnight.
All images courtesy Kurt Schlosser, GeekWire

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