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Anyone purchase from Jet.com? They've had a 15% off for new customers, but their goods offered isn't nearly as complete as Amazon. Its also a much different business model from Amazon:
Anyone purchase from Jet.com? They've had a 15% off for new customers, but their goods offered isn't nearly as complete as Amazon. Its also a much different business model from Amazon:
HOBOKEN, N.J. – Marc Lore's ambition is as spectacular as his view of the sparkling Manhattan skyline.
...Jet's consumer proposition is as simple as its algorithms are complex: Spend $50 a year for a membership and you get the Web's lowest prices on 10 million-plus goods.
Fueled by $225 million in funding ("Though it will take much more to get us on the e-commerce flywheel," says Lore) and encouraged by months of beta testing with 150,000 customers ("We saw repeat rates of more than 50%," he adds), Jet rolls out nationally Tuesday with a three-month free trial.
“'It's simply about undercutting everyone (on price).'”
...With average savings of 10-15% on most items, Jet's niche is the cost-conscious, from millennials on a budget to boomers hunting coupon-less savings.
"It's simply about undercutting everyone," says New Jersey native Lore, whose calm demeanor belies his boundless energy. "We make money only on the memberships, so we can cut profit margins to zero. But the real secret sauce is our technology. It's more a real-time trading site than an e-commerce site."
Here's how Jet works. As you add items to your basket, a discount tally starts accruing. The more you add, the bigger the discount, aided by specific choices such as opting out of a product return (a cost that Lore says is built into most shipped goods) and non-credit card payments (debit cards and linked checking accounts cut your final bill).
ALL ABOUT A KETCHUP BOTTLE
Lore's real-time trading reference speaks to the system's ability to adjust your discount based in part on where suppliers are. The closer the supplier, the lower the price. It gets Lore thinking about a bottle of ketchup.
"The a-ha moment for me was thinking about the profitability of a single SKU," he says excitedly. "On one Heinz ketchup bottle we could either lose 20% if it had to ship cross-country, or make 20% if it was near. So we thought, let's give retailers the ability to compete for that ketchup depending on where the order comes from."
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